02 - Angkasa Pura II - AR 2019

GLOBAL PARTNERSHIP
INNOVATION
Angkasa Pura II berkomitmen untuk mewujudkan pelayanan transportasi udara yang selamat,
aman, dan nyaman. Untuk itulah, diperlukan sarana dan prasarana serta fasilitas penunjang
transportasi udara yang memenuhi standar dan disesuaikan dengan perkembangan teknologi
yang sudah memasuki Revolusi Industri 4.0. Kami menyediakan beragam inovasi dalam industri
penerbangan dan kebandarudaraan, dengan menghadirkan beragam produk dan teknologi terbaru
untuk meningkatkan pelayanan, keamanan dan keselamatan serta kepuasan pelanggan bandara
udara. Dalam pelaksanaan pengelolaan bandara, Angkasa Pura II menjalin kerjasama strategis
dengan berbagai mitra, baik skala nasional maupun internasional, menuju terwujudnya bandara
terbaik dengan teknologi pintar dan terkoneksi di kawasan.
Angkasa Pura II is committed to achieve safe, secure and comfortable air transportation services.
For this reason, the Company requires facilities and infrastructure as well as supporting facilities
for air transportation that meet the standards and adjusted to technological developments that
have entered the Industrial Revolution 4.0. We provide a variety of innovations in the aviation
and airport industry, by presenting a variety of the latest products and technologies to improve
service, security and safety as well as satisfaction of airport customers. In implementing airport
management, Angkasa Pura II has established strategic partnerships with various partners, both
national and international scale, towards the realization of the best airports with smart and
connected technology in the region.
2019 Annual Report PT Angkasa Pura II (Persero) 1

Ikhtisar Data Keuangan Penting Laporan Manajemen Profil Perusahaan
Significant Financial Highlights Management Report Company Profile
Daftar Isi
Table of Contents
6 Ikhtisar Data Keuangan Penting 106 Biaya Pengembangan SDM Tahun 2019
Significant Financial Highlights 2019 HC Development Costs
106 Kebijakan dalam Kesempatan Kerja
8 Ikhtisar Keuangan Employment Policy
Financial Highlights
107 Struktur Grup
16 Ikhtisar Operasional (Non Keuangan) Group Structure
Operational Highlights (Non-Financial)
108 Komposisi Pemegang Saham
18 Ikhtisar Saham Shareholders Composition
Shares Highlights
109 Daftar Entitas Anak/Entitas Asosiasi
18 Ikhtisar Obligasi, Sukuk atau Obligasi Konversi List of Subsidiaries/Associated Entities
Bonds, Sukuk or Convertible Bonds Highlights
110 Kronologis Pencatatan Saham
Chronology of Share Listing
Laporan Manajemen
22 110 Kronologis Pencatatan Efek Lainnya
Management Report
Chronology of Other Securities Listing
24 Laporan Dewan Komisaris 111 Lembaga dan Profesi Penunjang Perusahaan

Board of Commissioners Report Supporting Institutions and Professionals
30 Laporan Direksi 113 Penghargaan dan Sertifikasi

Board of Directors Report Awards and Certifications
44 Pernyataan Tanggung Jawab Atas Laporan Tahunan 120 Alamat Kantor Pusat, Kantor Cabang & Entitas Anak
PT Angkasa Pura II (Persero) Tahun Buku 2019 Addresses of Head Office, Branch Office & Subsidiaries
Statement of Responsibility on the Annual Report of 122 Informasi pada Website Perusahaan
PT Angkasa Pura II (Persero) Book Year 2019 Information on Corporate Website
124 Daftar Pelatihan Dewan Komisaris, Direksi, Komite Audit, Komite
Profil Perusahaan
46 Nominasi dan Remunerasi, Sekretaris Perusahaan dan Internal Audit
Company Profile List of Training of the Board of Commissioners, Board of Directors, Audit
Committee, Nomination and Remuneration Committee, Corporate
48 Identitas Perusahaan Secretary and Internal Audit Unit
Corporate Identity
50 Riwayat Singkat Perusahaan 126 Sumber Daya Manusia
Brief History of the Company Human Resources
53 Angkasa Pura II dari Waktu ke Waktu
Angkasa Pura II Milestones 128 Sumber Daya Manusia
Human Resources
64 Makna Logo
Logo Symbolism 151 Sistem Pengembangan Karir
Career Development System
65 Perubahan Nama Perusahaan
Change in Company Name 153 Sistem Manajemen Penilaian Kinerja
Performance Appraisal Management System
65 Kegiatan Usaha
Business Activities 155 Kesejahteraan dan Jaminan Sosial
Welfare and Social Security
73 Pengembangan Bandara Tahun 2019
2019 Airport Developments 156 Program Pensiun
Pension Programs
74 Wilayah Kerja dan Lokasi Bandara
Working Area and Airport Location 156 Hubungan Industrial
Industrial Relations
76 Visi, Misi, Budaya dan Falsafah Perusahaan
Vision, Mission, Corporate Values and Philosophy 157 Dampak Keuangan Pengelolaan SDM
Financial Impact of HC Management
80 Struktur Organisasi
Organization Structure
Analisa dan Pembahasan Manajemen
82 Profil Dewan Komisaris 158
Management Discussion and Analysis
Board of Commissioners Profile
88 Profil Direksi 160 Tinjauan Ekonomi dan Industri
Board of Directors Profile Economic and Industrial Review
97 Daftar Nama Organ Pendukung Dewan Komisaris 170 Tinjauan Operasional per Segmen Usaha
List of Name for the Supporting Organs of the Board of Commissioners Operational Review per Business Segment
97 Daftar Nama Pejabat Satu Level di Bawah Direksi 173 Segmen Usaha Jasa Aeronautika
Name List of Officials One Level Below the Board of Directors Aeronautics Business Segments
101 Profil Sumber Daya Manusia 179 Segmen Usaha Jasa Non-Aeronautika
Human Capital Profile Non-Aeronautics Services Business Segment
104 Pengembangan SDM 183 Segmen Usaha Jasa Kargo
HC Development Cargo Services Business Segments
2 PT Angkasa Pura II (Persero) Laporan Tahunan 2019

Sumber Daya Manusia Analisa dan Pembahasan Manajemen Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan
Human Resources Management Discussion and Analysis Good Corporate Governance Corporate Social Responsibility
186 Tinjauan Keuangan 356 Akuntan Publik

Financial Review Public Accounting Firm
187 Kinerja Anak Usaha 357 Manajemen Risiko
Performance of Subsidiaries Risk Management
218 Tinjauan Informasi Keuangan Lainnya 375 Sistem Pengendalian Internal
Overview of Other Financial Information Internal Control System
376 Uraian Mengenai CSR Terkait Tata Kelola Tanggung Jawab Sosial
Tata Kelola Perusahaan
252 Description of CSR Related to Social Responsibility Governance
Good Corporate Governance 377 Uraian Mengenai CSR Terkait Core Subject Hak Asasi Manusia
Description of CSR Related to Human Rights Core Subject
254 Kerangka Penerapan GCG
377 Uraian Mengenai CSR Terkait Core Subject Operasi yang Adil
GCG Framework
Description of CSR Related to Fair Operations Core Subject
256 Upaya Memperkuat Implementasi GCG
378 Uraian Mengenai CSR Terkait Lingkungan Hidup
Efforts to Strengthen GCG
Description of CSR Related to Environment
257 Struktur dan Mekanisme GCG
379 Uraian Mengenai CSR Terkait Ketenagakerjaan, Kesehatan
GCG Structure and Mechanicm
dan Keselamatan Kerja
259 Informasi Pemegang Saham Utama dan Pengendali Description of CSR Related to Labor, Health and Safety
Information on Main and Controlling Shareholders
379 Uraian Mengenai CSR Terkait Tanggung Jawab Kepada Konsumen
260 Uraian Dewan Komisaris Description of CSR Related to Costumers
Description of the Board of Commissioners
380 Uraian Mengenai CSR Terkait Pengembangan Sosial dan Kemasyarakatan
274 Komisaris Independen Description of CSR Related to Social and Community Development
Independent Commissioners
381 Perkara Penting yang Dihadapi Perusahaan, Entitas Anak Serta
277 Direksi Anggota Dewan Komisaris dan Anggota Direksi
Board of Directors Important Case Faced by the Company, Subsidiaries and
282 Penilaian Penerapan GCG Members of the Board of Commissioners and Board of Directors
GCG Assessment
395 Akses Data dan Informasi Perseroan
284 Penilaian Penerapan GCG Tahun 2019 Access to Data and Company Information
2019 GCG Assessment
397 Bahasan Mengenai Kode Etik
286 Penilaian Penerapan GCG Tahun 2018 Discussion on Code of Ethics
2018 GCG Assessment
398 Pengungkapan Mengenai Whistleblowing System
287 Penilaian Penerapan GCG bagi Dewan Komisaris dan Direksi Disclosure of Whistleblowing System
GCG Assessment for the Board of Commissioners and Board of Directors
401 Kebijakan Keberagaman Komposisi Dewan Komisaris dan Direksi
288 Pihak yang Melaksanakan Assessment GCG Diverse Composition Policy of Board of Commissioners and Board of Directors
Assessor of GCG Assessment
288 Uraian Mengenai Kebijakan Remunerasi Dewan Komisaris dan Direksi Tanggung Jawab Sosial Perusahaan
Description on Remuneration Policy of the Board of Commissioners
404
Corporate Social Responsibility
and Board of Directors
292 Frekuensi dan Tingkat Kehadiran Rapat Dewan Komisaris dan Direksi 406 Corporate Social Responsibility yang Terkait Tata Kelola
Frequency and Level of Meeting Attendance of the Board of Tanggung Jawab Sosial
Commissioners and Board of Directors Corporate Sosial Responsibility Related to Social Responsibility Governance
312 Pengungkapan Hubungan Afiliasi Direksi, Dewan Komisaris, 414 Corporate Social Responsibility Terkait Core Subject Hak Asasi Manusia
dan Pemegang Saham Corporate Social Responsibility Related to Core Subject
Disclosure of Affiliation Relationships of the Board of Directors, of Human Rights
Board of Commissioners and Shareholders 415 Corporate Social Responsibility Terkait Core Subject Operasi yang Adil
314 Komite Audit Corporate Social Responsibility Related to Core Subject
Audit Committee of Fair Operations
319 Komite Nominasi dan Remunerasi 418 Corporate Socal Responsibility Terkait Lingkungan Hidup
Nomination and Remuneration Committee Corporate Social Responsibility Related to Environment
320 Komite Lain di Bawah Dewan Komisaris 425 Tanggung Jawab Sosial Perseroan Terhadap Ketenagakerjaan,
Other Committees Under the Board of Commissioners Kesehatan dan Keselamatan Kerja
320 Komite Manajemen Risiko dan SDM Corporate Social Responsibility Related to Employment, Health and Safety
Risk Management and HR Committee 430 Corporate Social Responsibility Terkait Tanggung Jawab kepada Konsumen
325 Sekretaris Dewan Komisaris Corporate Social Responsibility Related to Responsibility to Customers
Secretary to the Board of Commissioners 435 Corporate Social Responsibility yang Terkait dengan Pengembangan
326 Sekretaris Perusahaan & Legal Sosial & Pemberdayaan Masyarakat
Corporate Secretary & Legal Corporate Social Responsibility Related to Social Development &
Community Empowerment
329 Audit Internal
Internal Audit
Laporan Keuangan Konsolidasian
444
Consolidated Financial Statements

Kesinambungan Tema dan Pencapaian dalam

Annual Report Award (ARA)
Theme Continuity and Achievements in Annual Report Award (ARA)
Kesinambungan tema Laporan Tahunan menjadi penting The Annual Report theme continuity is important to show
untuk menunjukkan konsistensi Laporan Tahunan. Berikut the consistency of the Annual Report. The following will be
akan disajikan kesinambungan tema dan pencapaian presented on the continuity of the themes and achievements
Angkasa Pura II dalam Annual Report Award (ARA) selama 3 of Angkasa Pura II in the Annual Report Award (ARA) for the
(tiga) tahun terakhir (periode 2017-2019). last 3 (three) years (2017-2019 period).
2017 PT Angkasa Pura II (Persero) tidak pernah berhenti menghadirkan inovasi pelayanan dalam melayani
pelanggannya. Layanan Mobile Check-In via Aplikasi Indonesia Airports merupakan salah satu bentuk
inovasi terkini yang dihadirkan oleh PT Angkasa Pura II (Persero). Sementara itu, kinerja istimewa
Perseroan telah diakui oleh dunia yaitu sebagai “World’s Most Improved Airport 2017” dalam ajang
penghargaan bergengsi World Airports yang diselenggarakan oleh Skytrax. PT Angkasa Pura II (Persero)
akan senantiasa berinovasi dan bertumbuh, demi mewujudkan visi Perseroan menjadi bandara terbaik
dengan teknologi yang pintar dan terkoneksi di kawasan Asia Tenggara.
PT Angkasa Pura II (Persero) never stops bringing service innovation in serving its customers. Mobile
Check-In Service via Indonesia Airports Applications is one of the latest innovations presented by PT
Angkasa Pura II (Persero). Meanwhile, the Company’s outstanding performance has been recognized
by the world as “World’s Most Improved Airport 2017” in the prestigious World Airport Awards award
hosted by Skytrax. PT Angkasa Pura II (Persero) will continue to innovate and grow, in order to realize
the Company’s vision to be the best airport with smart and connected technology in Southeast Asia.
2018 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. Namun demikian, hal tersebut tidak
melupakan core business Perseroan dalam memberikan pelayanan jasa terkait bandar udara.
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), services aircraft
passenger services (PJP2U), garbarata services and counter services. However, this does not forget
the Company’s core business in providing airport related services.
2019 PT Angkasa Pura II (Persero) selama tahun 2019 melakukan berbagai usaha dalam pengembangan bisnis
untuk siap go global, termasuk penjajakan pengelolaan bandara di luar negeri. Untuk itu, Angkasa Pura
II menjalin kerjasama dengan mitra strategis, meningkatkan kompetensi SDM secara global.
Throughout 2019, PT Angkasa Pura II (Persero) made various efforts in developing its business to be
ready to go global, including exploratory airport management in overseas. For this reason, Angkasa
Pura II establishes partnerships with strategic partners, increases global HC competencies.

Keunggulan Kami
Our Advantages
1. Pengalaman teruji dalam pengelolaan bandar udara sesuai dengan standar internasional.
Proven experience in airport management in accordance with international standards.
2. Reputasi dan image perusahaan yang baik.

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

The financial condition and strong assets of the company.
4. Tingkat Kesehatan Perusahaan memperoleh nilai AA dan masuk dalam kategori SEHAT.
The Company’s Health Level gets an AA rating and included into the HEALTH category.
5. Komitmen kuat dalam implementasi GCG.

Strong commitment in GCG implementation.

IKHTISAR DATA
KEUANGAN PENTING
Significant Financial Highlights

01

Ikhtisar Keuangan
Financial Highlights
Pendapatan Usaha 2019

2019 Operating Revenues
Rp 11.084,23
miliar
million 0,97%
Laba Tahun Berjalan 2019

2019 Profit For The Year
Rp 1.007,26
miliar
million 48,56%
Ekuitas 2019
2019 Equity
Rp 24.442,81
miliar
million 1,99%
Jumlah Karyawan Tetap 2019

2019 Total of Permanent Employee
5.534
orang
people 2,42%

Laporan Laba Rugi dan Penghasilan Komprehensif Lain Konsolidasian (dalam miliar Rupiah)
Consolidated Statement of Profit or Loss and Other Comprehensive Income (in billion Rupiah)
Pertumbuhan
Uraian
(2019:2018) 2019 2018 2017 2016 2015
Description
Growth
Pendapatan Usaha -0,97% 11.084,23 11.193,31 9.612,97 6.645,80 5.644,15

Operating Revenues
Beban Usaha 8,77% 8.747,21 8.042,06 6.593,48 4.545,47 3.577,53

Operating Expenses
Pendapatan (Beban) Lain-Lain -309,05% 105,74 -50,58 -40,89 -29,56 211,31

Other Income (Expenses)
Laba Usaha -21,22% 2.442,76 3.100,67 2.978,59 2.070,77 2.277,92

Operating Profit
Laba Sebelum Pajak Final dan -39,28% 1.713,72 2.822,36 2.980,78 2.220,29 2.334,98
Pajak Penghasilan Badan
Profit Before Final Tax Expense
and Corporate Income Tax Expense
Beban Pajak Final 24,29% 141,19 113,60 106,71 90,88 68,79

Final Tax Expense
Laba Sebelum Pajak Penghasilan Badan -41,95% 1.572,53 2.708,76 2.874,07 2.129,42 2.266,20
Profit Before Corporate Income Tax
Beban Pajak Penghasilan Badan, Bersih -24,71% 565,27 750,82 826,54 189,16 578,87
Corporate Income Tax Expense, Net
Laba Tahun Berjalan -48,56% 1.007,26 1.957,94 2.047,53 1.940,25 1.687,32

Profit For The Year
Laba Tahun Berjalan yang Dapat Diatribusikan Kepada:

Profit for the Year Attributable to:
Pemilik Entitas Induk -48,13% 1.015,68 1.958,00 2.047,41 1.940,25 1.687,32

Owners of the Parent Entity
Kepentingan Non-Pengendali -14.475,54% (8,42) (0,06) 0,12 - -

Non-Controlling Interests
Penghasilan (Rugi) Komprehensif Lain 431,85% (87,33) (16,42) -49,70 (41,91) (52,64)
Other Comprehensive Income (Loss)
Total Laba Komprehensif Tahun Berjalan -52,62% 919,93 1.941,52 1.997,83 1.898,34 1.634,68
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 -51,44% 942,80 1.941,58 1.997,71 1.898,34 1.634,68

Owners of the Parent Entity
Kepentingan Non-Pengendali -39.606,26% (22,87) (0,06) 0,12 - -

Non-Controlling Interests
Laba Per Saham Dasar (Rupiah Penuh) -72,84% 74.171 273.087 287.105 291.038 337.465
Earnings Per Share (full Rupiah Amount)
Laba Per Saham Dilusian (Rupiah Penuh) -58,28% 68.345 163.803 181.614 282.830 326.726
Diluted Earnings Per Share (full Rupiah Amount)

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)
2018 2017 2015

11.193,31 9.612,97 2016 5.644,15
6.645,80 2018 2015
2017 2016 3.577,53
8.042,05 6.593,48 4.545,47
2019
11.084,23 2019
8.747,21
11,08 Triliun | Trillion
Pendapatan Usaha 2019

2019 Operating Revenues 0,97%
Pendapatan usaha Perseroan tahun 2019

sebesar Rp11,08 triliun turun 0,97% dari
pendapatan usaha tahun 2018 sebesar
Rp11,19 triliun.
The Company’s Operating Revenues in 2019
amounting to Rp11.08 trillion, down 0.97%
from the operating revenues in 2018 of
Rp11.19 trillion.

Laba Tahun Berjalan (dalam miliar Rupiah) Laba Komprehensif Tahun Berjalan (dalam miliar Rupiah)
Profit for the Year (in billion Rupiah) Comprehensive Income for the Year (in billion Rupiah)
2015 2015
2016 1.687,32 2016 1.634,68
1.940,25 1.898,34
2017
2.047,53 2017
1.997,83
2018 2018
1.957,94 1.941,52
2019
2019
1.007,26
919,93
Laporan Posisi Keuangan Konsolidasian (dalam miliar Rupiah)

Consolidated Statement of Financial Position (in billion Rupiah)
Pertumbuhan
Uraian
(2019:2018) 2019 2018 2017 2016 2015
Description
Growth
Investasi Pada Entitas Asosiasi 123,11% 428,00 191,83 212,53 374,60 250,01
Investments in Associates Entities
Aset 11,90% 43.998,03 39.318,35 33.399 ,41 27.991,21 20.270,76

Assets
Aset Lancar -2,13% 5.964,27 6.094,08 7.830,82 8.081,13 4.023,89

Current Assets
Aset Tidak Lancar 14,48% 38.033,76 33.224,28 25.568,59 19.910,08 16.246,87

Non-Current Assets
Liabilitas 27,38% 19.555,22 15.351,92 11.072,55 8.063,60 4.034,99

Liabilities
Liabilitas Jangka Pendek 5,51% 5.339,91 5.061,13 4.357,27 3.155,87 2.287,80

Current Liabilities
Liabilitas Jangka Panjang 38,14% 14.215,31 10.290,79 6.715,28 4.907,73 1.747,19

Non-Current Liabilities
Ekuitas 1,99% 24.442,81 23.966,43 22.326,86 19.927,61 16.235,77

Equity
Liabilitas dan Ekuitas 11,90% 43.998,03 39.318,35 33.399,41 27.991,21 20.270,76

Liabilities and Equity
Modal Kerja Bersih -39,56% 624,36 1.032,95 3.473,55 4.925,26 1.736,09

Net Working Capital

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)
2016
374,6
2015
250,01 2016 2015
2017 27.991,21
2018 33.399,41 20.270,76
2019 39.318,35
2019 43.998,03
428,00
2017
212,53
2018
191,83
Aset 2019
2019 Asset 11,90%
Total Aset Perseroan tahun 2019 sebesar

Rp44,00 triliun naik 11,90% dari Total Aset
tahun 2018 sebesar Rp39,32 triliun.
The Company’s Total Assets in 2019 amounting to
Rp44.00 trillion, up 11.90% from the Total Assets
in 2018 of Rp39.32 trillion.

Liabilitas (dalam miliar Rupiah) Ekuitas (dalam miliar Rupiah)

Liabilities (in billion Rupiah) Equity (in billion Rupiah)
2016 2015
2017 19.927,61 16.235,77
2018 22.326,86
23.966,43
2019 2019
19.555,22 2018 2017 2016 2015 24.442,81
15.351,92 11.072,55 8.063,60 4.034,99
Rasio Keuangan (%)

Financial Ratio (%)
Perubahan
Uraian
(2019:2018) 2019 2018 2017 2016 2015
Description
Changes
Rasio Likuiditas | Liquidity Ratio
Rasio Kas -10,70% 64,12% 74,82% 141,21% 221,02% 128,09%

Cash Ratio
Rasio Lancar -8,72% 111,69% 120,41% 179,72% 256,07% 175,88%

Current Ratio
Rasio Liabilitas Terhadap Aset 5,40% 44,45% 39,05% 33,15% 28,81% 19,91%
Liability to Assets Ratio
Rasio Liabilitas Terhadap Ekuitas 15,94% 80,00% 64,06% 49,59% 40,46% 24,85%
Liability to Equity Ratio
Rasio Profitabilitas | Profitability Ratio
Marjin Laba Bersih -8,40% 9,09% 17,49% 21,30% 29,20% 29,90%

Net Profit Margin
Rasio Laba Bersih Terhadap Aset (ROA) -2,69% 2,29% 4,98% 6,13% 6,93% 8,32%
Return on Assets Ratio (ROA)
Rasio Laba Bersih Terhadap Ekuitas (ROE) -30,91% 6,00% 15,91% 16,64% 16,59% 17,64%
Return on Equity Ratio (ROE)
Rasio Laba Bersih Terhadap Investasi (ROI) -3,86% 11,50% 15,36% 14,19% 13,17% 20,75%
Return on Investment Ratio (ROI)
Rasio Operasi | Operating Ratio
Periode Kolektibilitas (dalam satuan hari) 3 48 45 36 44 32

Collectibility Period (in days)
Perputaran Persediaan (dalam satuan hari) - 1 1 1 0 0

Inventory Turnover Ratio (in days)

Margin Laba Bersih 2019

2019 Net Profit Margin 8,40%
Margin Laba Bersih tahun 2019 ialah 9,09%

turun 8,40% dari Margin Laba Bersih tahun 2018
sebesar 17,49%.
The 2019 Net Profit Margin was 9.09%, down by 8.40% from
the 2018 Net Profit Margin amounting to 17.49%.
Grafik Rasio Keuangan

Graph Financial Ratio
Rasio Lancar (dalam persen) Rasio Liabilitas Terhadap Ekuitas (dalam persen)
Current Ratio (in percent) Liability to Equity Ratio (in percent)
2016
256,07
2015
175,88
2016
2017 2019 2018 2017 2015
40,46
179,72 80,00 64,06 49,59 24,85
2018
120,41
2019
111,69

ROA
Investasi
(dalampada Entitas Asosiasi (dalam miliar Rupiah)
persen) ROI (dalam persen)
ROA (in percent) 2015 2015
Investments in Associates Entities (in billion Rupiah)
8,32
ROI (in percent)
20,75
2016
6,93
2016
13,17
2017
6,13 2017
2018 12,49
15,36
2018
4,98
2019
11,50
2019
2,29

Ikhtisar Operasional (Non Keuangan)

Operational Highlights (Non-Financial)
Pertumbuhan
Uraian
(2019:2018) 2019 2018 2017 2016 2015
Description
Growth
Pergerakan Pesawat (dalam satuan Rute) -14,03% 736.640 856.886 821.188 723.799 632.418
Aircraft Movement (in Routes)
Pergerakan Penumpang (dalam ribuan Pax) -18,55% 90.779 111.454 105.484 95.175 84.292
Passengers Movement (in thousands of Pax)
Pergerakan Kargo (dalam ribuan Kg) -20,31% 759.923 953.606 816.950 743.337 739.689
Cargo Movement (in thousands of Kg)
Pergerakan Pesawat (dalam satuan Rute) Pergerakan Penumpang (dalam ribuan Pax)
Aircraft Movement (in Routes) Passengers Movement (in thousands of Pax)
2015 2015
2016 632.418 84.292
2016
2017 723.799 95.175
2017
821.188 105.484
2018 2018
856.886 111.454
2019
736.640 2019
90.779

736.640 Rute | Route
Pergerakan Pesawat 2019

2019 Aircraft Movement 85,97%
Pergerakan pesawat tahun 2019 sebanyak

736.640 rute, mencapai 85,97% terhadap
pergerakan pesawat tahun 2018 sebanyak
856.886 rute.
Aircraft movement in 2019 amounting to 736,640
routes, reached 85.97% against the aircraft
movement in 2018 amounting to 856,886 routes.
Pergerakan Kargo (dalam ribu Kg) Jumlah Bandara

Cargo Movement (in thousands Kg) Total Airports
2015
739.689 2015
13
2016
2017 743.337 2016
2018
831.237 13
953.606
2017
2018 13
15
2019
2019
16
759.923

Ikhtisar Saham
Shares Highlights
Sampai dengan akhir tahun 2019 dan 2018, PT Angkasa Pura Until the end of 2019 and 2018, PT Angkasa Pura II (Persero) or
II (Persero) atau Angkasa Pura II tidak melakukan aktivitas Angkasa Pura II did not conduct any stock trading activities on
perdagangan saham di Bursa Efek Indonesia, sehingga tidak the Indonesia Stock Exchange, so there was no information
terdapat informasi yang memuat tentang: (1) Jumlah saham that contained: (1) Number of outstanding shares; (2) Market
yang beredar; (2) Kapitalisasi pasar; (3) Harga saham tertinggi, capitalization; (3) the highest, lowest and closing stock prices;
terendah, dan penutupan; dan (4) Volume perdagangan. and (4) Trading volume.
Ikhtisar Obligasi, Sukuk atau Obligasi Konversi

Bonds, Sukuk or Convertible Bonds Highlights
Sepanjang tahun 2019, PT Angkasa Pura II (Persero) atau Throughout 2019, PT Angkasa Pura II (Persero) or Angkasa
Angkasa Pura II tidak menerbitkan obligasi. Di tahun 2018, Pura II did not issue any bonds. In 2018, Angkasa Pura II
Angkasa Pura II menerbitkan Obligasi Berkelanjutan I issued a Shelf Registration Bonds I Angkasa Pura II Stage
Angkasa Pura II Tahap I Tahun 2018 seri A & seri B, sehingga I Year 2018 series A & series B, so that there is information
terdapat informasi yang memuat tentang: that contains about:
1. Jumlah obligasi yang beredar (outstanding); 1. Number of outstanding bonds;
2. Tingkat bunga/imbalan; 2. Interest/yield rate;
3. Tanggal jatuh tempo; dan 3. Maturity date; and
4. Peringkat obligasi/sukuk. 4. Bonds/sukuk ratings.
Ikhtisar Obligasi Periode Tahun 2019

Bonds Highlights for the Period of 2019
Jumlah Obligasi Tingkat Tanggal Peringkat (pada

Tanggal
Obligasi Beredar (Rp miliar) Bunga Penerbitan saat diterbitkan)
No. Tenor Jatuh Tempo Status
Bonds Total Outstanding Interest Issuance Ratings (when
Maturity Date
Bonds (Rp billion) Rate Date issued)
1. Obligasi I Angkasa Pura II 1.000 5 8,60% 30 Juni 2016 30 Juni 2021 idAAA Belum
Tahun 2016 Seri A June 30, June 30, 2021 Lunas
Bonds I Angkasa Pura II 2016 Unsettled
Year 2016 Series A
2. Obligasi I Angkasa Pura II 100 7 8,80% 30 Juni 2016 30 Juni 2023 idAAA Belum
Tahun 2016 Seri B June 30, June 30, 2023 Lunas
Year 2016 Series B
Tahun 2016 Seri C June 30, June 30, 2026 Lunas
Year 2016 Series C

Jumlah Obligasi Tingkat Tanggal Peringkat (pada

Tanggal
Obligasi Beredar (Rp miliar) Bunga Penerbitan saat diterbitkan)
No. Tenor Jatuh Tempo Status
Bonds Total Outstanding Interest Issuance Ratings (when
Maturity Date
Bonds (Rp billion) Rate Date issued)
4. Obligasi Berkelanjutan I 200 3 8,65% 12 Desember 12 Desember idAAA Belum

Angkasa Pura II Tahap I 2018 2021 Lunas
Tahun 2018 – Seri A December December 12, Unsettled
Shelf Registration Bonds 12, 2018 2021
I Angkasa Pura II Stage I
Year 2018 – Series A

Year 2018 – Series B
Ikhtisar Obligasi Periode Tahun 2018

Bonds Highlights for the Period of 2018
Peringkat
Jumlah Obligasi Tingkat Tanggal
Tanggal (pada saat
Obligasi Beredar (Rp miliar) Bunga Penerbitan
No. Tenor Jatuh Tempo diterbitkan) Status
Bonds Total Outstanding Interest Issuance
Maturity Date Ratings (when
Bonds (Rp billion) Rate Date
issued)
1. Obligasi I Angkasa Pura II 1.000 5 8,60% 30 Juni 2016 30 Juni 2021 idAAA Belum
Tahun 2016 Seri A June 30, June 30, 2021 Lunas
Year 2016 Series A
Tahun 2016 Seri B June 30, June 30, 2023 Lunas
Year 2016 Series B
Tahun 2016 Seri C June 30, June 30, 2026 Lunas
Year 2016 Series C

Year 2018 – Series A

Year 2018 – Series B
Realisasi Penggunaan Dana Hasil Penawaran Umum Realization Use of Proceeds from Public Offering
Pada Desember 2018, Angkasa Pura II melakukan penawaran In December 2018, Angkasa Pura II conducted a shelf-
umum berkelanjutan “Obligasi Berkelanjutan I Angkasa Pura registered public offering “Shelf Registration Bonds I Angkasa

II Tahap I Tahun 2018”. Penjamin Pelaksana Emisi Obligasi Pura II Stage I Year 2018”. The Underwriters of the Shelf
Berkelanjutan tersebut adalah PT Bahana Sekuritas, PT BNI Registration Bonds Issuance are PT Bahana Sekuritas, PT BNI
Sekuritas, PT Danareksa Sekuritas, dan PT Mandiri Sekuritas. Sekuritas, PT Danareksa Sekuritas, and PT Mandiri Sekuritas.
Obligasi Berkelanjutan I Angkasa Pura II Tahap I Tahun 2018 The Shelf Registration Bonds I Angkasa Pura II Stage I Year
diterbitkan dengan nilai nominal sebesar Rp750.000.000.000,- 2018 was issued with a nominal value of Rp750,000,000,000
(tujuh ratus lima puluh miliar rupiah), terbagi menjadi 2 seri, (seven hundred and fifty billion Rupiah), divided into 2
di mana Seri A berjangka waktu 3 (tiga) tahun, dengan tingkat series, in which Series A has a tenor of 3 (three) years, with
bunga tetap sebesar 8,65% per tahun dan Seri B berjangka a fixed interest rate of 8.65% per annum and Series B with
waktu 5 (lima) tahun dengan tingkat bunga tetap sebesar a tenor of 5 (five) years with a fixed interest rate of 8.95%
8,95% per tahun. Bunga Obligasi dibayarkan setiap 3 (tiga) per annum. Bonds interest is paid every 3 (three) months
bulan sesuai dengan tanggal pembayaran masing-masing according to the payment date of each Bonds Interest.
Bunga Obligasi. Obligasi ini mendapatkan peringkat idAAA The bond was rated idAAA (Triple A) with a stable outlook
(Triple A) dengan stable outlook dari lembaga pemeringkat from an independent rating agency, Indonesian Securities
independen, Pemeringkat Efek Indonesia (PEFINDO). Rating (PEFINDO).
Beberapa hal yang membuat PT Angkasa Pura II (Persero) Several things that made PT Angkasa Pura II (Persero) succeed
berhasil memperoleh peringkat obligasi, yaitu pengalaman in obtaining a bond rating, namely the Company’s experience
dan track record Perseroan, manajemen operasi yang and track record, qualified operations management, good
mumpuni, profil pengelolaan bandara udara yang baik, serta airport management profile, and strong support from the
dukungan dari Pemerintah yang kuat. PT Angkasa Pura II Government. PT Angkasa Pura II (Persero) obtained an
(Persero) memperoleh Pernyataan Efektif dari Otoritas Effective Statement from the Financial Services Authority
Jasa Keuangan (OJK) pada tanggal 5 Desember 2018, dan (OJK) on December 5, 2018, and made a public offering
melakukan penawaran umum pada tanggal 5-6 Desember on December 5-6, 2018. While for the allotment date on
2018. Sedangkan untuk tanggal penjatahan tanggal 7 December 7, 2018 and closed with listing on the Indonesia
Desember 2018 dan ditutup dengan pencatatan di Bursa Stock Exchange (IDX) on December 12, 2018.
Efek Indonesia (BEI) pada 12 Desember 2018.

Berikut informasi terkait penerbitan obligasi tersebut: The following information is related to the bonds issuance:
1. Total Perolehan Dana Penawaran Umum 1. Total Public Offering Proceeds
Uraian Nominal (Rp)

No.
Description Nominal (Rp)
1. Hasil Penawaran Umum 750.000.000.000

Public Offering Proceeds
2. Biaya Penawaran Umum 7.593.818.794

Public Offering Fee
3. Hasil Bersih 742.406.181.206

Net Proceeds
2. Rencana Penggunaan Dana 2. Planned Use of Funds

Dana hasil Penawaran Umum Obligasi Berkelanjutan I The proceeds from the Public Offering of Shelf
Angkasa Pura II Tahap I Tahun 2018, setelah dikurangi Registration Bonds I Angkasa Pura II Stage I Year 2018,
biaya-biaya emisi, seluruhnya akan dipergunakan after being deducted with issuance fee, will be used
Perseroan untuk pengembangan dan peremajaan sisi entireley by the Company for the development and
udara (antara lain pembangunan dan pengembangan rejuvenation of the air side (including the construction
runway, taxiway, apron, dan fasilitas penunjang and development of runways, taxiways, aprons, and
lainnya) dan sisi darat (antara lain pembangunan other supporting facilities) and the land side (including
dan pengembangan gedung terminal, gedung parkir, the construction and development of terminal buildings,
aksesibilitas, dan fasilitas pendukung lainnya) dari parking buildings, accessibility and other supporting
bandara-bandara yang dikelola Perseroan. facilities) of the airports managed by the Company.
3. Rincian Penggunaan Dana 3. Details on the Use of Funds

Sampai dengan 31 Desember 2019, penggunaan dana As of December 31, 2019, the use of funds from the
hasil Penawaran Umum Obligasi Berkelanjutan I PT Public Offering of Shelf Registration Bonds I Angkasa
Angkasa Pura II (Persero) Tahap I Tahun 2018 telah Pura II Stage I Year 2018 was completely absorbed or
habis terserap semua atau sebesar Rp742.406.181.206,- amounting to Rp742,406,181,206 with details on the
dengan rincian penggunaan dana sebagai berikut: use of funds as follows:
Rincian Penggunaan Dana Nominal (Rp)

No.
Details on the Use of Funds Nominal (Rp)
1. Pengembangan dan peremajaan sisi udara (antara lain pembangunan dan 436.594.983.543
pengembangan runway, taxiway, apron, dan fasilitas penunjang lainnya).
Development and rejuvenation of the air side (including the construction and
development of runways, taxiways, aprons, and other supporting facilities).
2. Pengembangan dan peremajaan sisi darat (antara lain pembangunan dan 305.811.197.663
pengembangan gedung terminal, gedung parkir, aksesibilitas, dan fasilitas
pendukung lainnya) dari bandara-bandara yang dikelola Perseroan.
Development and rejuvenation of the land side (including the construction
and development of terminal buildings, parking buildings, accessibility and
other supporting facilities).

LAPORAN
MANAJEMEN
Management Report

02

Dewan Komisaris berharap Direksi terus

mengedepankan inovasi dan mencari peluang-
peluang baru yang dapat diambil oleh Perseroan.
Peluang-peluang tersebut diharapkan dapat
meningkatkan kinerja Perseroan di masa mendatang.
The Board of Commissioners hopes that the Board of Directors will

continue to prioritize innovation and look for new opportunities
that can be taken by the Company. These opportunities are
expected to improve the Company’s performance in the future.
Laporan Dewan Komisaris

Board of Commissioners Report
Pemegang Saham dan Para Pemangku Esteemed Shareholders and Stakeholders

Kepentingan yang Kami Hormati, whom We Respect,
Bersama ini kami sampaikan Laporan Dewan Komisaris dalam We hereby submit the Board of Commissioners Report in
menjalankan fungsi pengawasan dan pemberian nasihat carrying out its supervisory function and providing advice
kepada Direksi sepanjang tahun 2019. Dalam menjalankan to the Board of Directors throughout 2019. In carrying out
tugas dan tanggung jawabnya, Dewan Komisaris senantiasa its duties and responsibilities, the Board of Commissioners
menjunjung tinggi integritas dan independensi sesuai dengan always upholds the integrity and independence in accordance
yang telah diamanahkan dalam Anggaran Dasar Perseroan. with those mandated in the Company’s Articles of Association.
Penilaian atas Kinerja Direksi Mengenai Performance Assessment of the Board of

Pengelolaan Perusahaan dan Dasar Penilaiannya Directors on Corporate Management and Its
Basis of Assessment
Tahun 2019 merupakan tahun yang berat bagi seluruh pelaku 2019 was a tough year for all domestic economic and
ekonomi maupun industri di dalam negeri. Ada beberapa industrial players. There were several causes, related to the
penyebab, terkait perkembangan perekonomian global development of the global economy and national conditions
maupun kondisi nasional yang memasuki tahun politik. that are entering the political year. Trade disputes between
Perselisihan dagang antara Amerika Serikat dan Tiongkok the United States of America and China and the holding of

serta pelaksanaan pemilihan umum menyebabkan pengaruh general elections have had an effect on the investment by
terhadap pelaksanaan investasi oleh investor. Hal ini investors. This caused domestic economic activity to be
menjadikan kegiatan perekonomian dalam negeri tertahan held back and finally made Indonesia’s economic growth
dan akhirnya membuat pertumbuhan perekonomian only in the range of 5.02%, slightly down from 5.17% in the
Indonesia hanya berada di kisaran 5,02% sedikit menurun previous year.
dari 5,17% di tahun sebelumnya.
Walaupun demikian, Dewan Komisaris memberikan apresiasi Nevertheless, the Board of Commissioners appreciates the
atas pelaksanaan kinerja Direksi, yang terus berusaha performance of the Board of Directors, who continue to
memberikan upaya terbaik dalam pelaksanaan tugasnya. try their best to carry out their duties. In carrying out the
Dalam melaksanakan penilaian kinerja Direksi, Dewan performance assessment of the Board of Directors, the Board
Komisaris mempertimbangkan berbagai hal, khususnya of Commissioners considers various things, particularly the
pencapaian Key Performance Indicators (KPI) Perseroan dan achievement of the Company’s Key Performance Indicators
tercapainya target yang telah ditetapkan dalam Rencana Kerja (KPI) and the achievement of targets set in the Company’s Work
dan Anggaran Perusahaan (RKAP). Dewan Komisaris menyadari Plan and Budget (RKAP). The Board of Commissioners realizes
bahwa pencapaian KPI dan target RKAP dipengaruhi oleh that the achievement of KPI and RKAP targets are influenced
kondisi perekonomian, sehingga menjadi salah satu hal yang by economic conditions, so that it is also a matter for the Board
juga menjadi pertimbangan Dewan Komisaris. of Commissioners to consider.
Realisasi kinerja keuangan Angkasa Pura II tahun 2019 The realization of Angkasa Pura II’s financial performance in
menunjukkan peningkatan. Hal ini terlihat dari instrumen 2019 showed an increase. This was shown from the Company’s
posisi keuangan Perseroan mengalami pertumbuhan financial position instruments which experienced growth

dibandingkan tahun sebelumnya. Posisi aset meningkat compared to the previous year. Assets position increased by
sebesar 11,90% dibandingkan posisi aset pada tahun 11.90% compared to the position of assets in the previous
sebelumnya. Sedangkan posisi ekuitas meningkat sebesar year. While the equity position increased by 1.99% compared
1,99% dibandingkan dengan posisi ekuitas tahun 2018. to the equity position in 2018.
Sementara itu, dari sisi pendapatan usaha, Angkasa Pura II Meanwhile, in terms of operating revenues, Angkasa Pura
membukukan pendapatan usaha sebesar Rp11,08 triliun, II posted operating revenues of Rp11.08 trillion, down by
turun sebesar Rp109,08 miliar atau 0,97% dibandingkan Rp109.08 billion or 0.97% compared to operating revenues
pendapatan usaha pada tahun 2018 sebesar Rp11,19 triliun. in 2018 of Rp11.19 trillion. The profit for the year was Rp1.01
Adapun laba tahun berjalan tercatat sebesar Rp1,01 triliun, trillion, down by Rp950.68 billion or 48.56% compared
turun sebesar Rp950,68 miliar atau 48,56% dibandingkan to the profit for the year in 2018 of Rp1.96 trillion. While
laba tahun berjalan pada tahun 2018 sebesar Rp1,96 triliun. comprehensive income for the year 2019 was recorded at
Sedangkan laba komprehensif tahun berjalan tahun 2019 Rp919.93 billion, a decrease of Rp1.02 trillion or 52.62%
tercatat sebesar Rp919,93 miliar, turun sebesar Rp1,02 triliun compared to comprehensive income for the year in 2018 of
atau 52,62% dibandingkan laba komprehensif tahun berjalan Rp1.94 trillion.
pada tahun 2018 sebesar Rp1,94 triliun.
Pandangan atas Prospek Usaha yang Disusun oleh Perspective on Business Prospects Composed by
Direksi dan Dasar Pertimbangannya the Board of Directors and Basis of Considerations
Dewan Komisaris memandang bahwa kondisi ekonomi global The Board of Commissioners considers that the global and
dan domestik perlu senantiasa diwaspadai oleh Direksi. domestic economic conditions must always be watched out
Direksi harus senantiasa memantau perkembangan terbaru. for by the Board of Directors. The Board of Directors must
Berbagai langkah antisipasi perlu dilakukan secara maksimal. always monitor the latest developments. Various anticipatory
measures need to be taken to the maximum.
Dewan Komisaris menilai bahwa target dan rencana The Board of Commissioners considers that the targets
kerja yang ditetapkan Perseroan untuk tahun 2020 masih and work plans set by the Company for 2020 are still quite
cukup memadai dan berharap bahwa berbagai rencana adequate and hopes that the various work plans can be
kerja tersebut dapat direalisasikan. Namun demikian, realized. However, the Board of Commissioners reminds
Dewan Komisaris mengingatkan Direksi untuk senantiasa the Board of Directors to always prioritize the principle of
mengedepankan prinsip kehati-hatian dalam mengeksekusi prudence in executing these programs.
program-program tersebut.
Oleh karena itulah, untuk menjadi perusahaan yang terus Therefore, to become a sustainable company, the Board
tumbuh berkelanjutan (sustainable company), Dewan of Commissioners hopes that the Board of Directors
Komisaris berharap Direksi terus mengedepankan inovasi will continue to prioritize innovation and look for new
dan mencari peluang-peluang baru yang dapat diambil opportunities that can be taken by the Company. These
oleh Perseroan. Peluang-peluang tersebut diharapkan opportunities are expected to improve the Company’s
dapat meningkatkan kinerja Perseroan di masa mendatang. performance in the future. The Board of Commissioners is
Dewan Komisaris siap mendukung dalam batasan yang ready to support within the prescribed limits.
telah ditentukan.
Pelaksanaan Tata Kelola Perusahaan yang Baik Implementation of Good Corporate Governance
dan Pandangan atas Penerapan Whistleblowing and Views on the Application of Whistleblowing
System (WBS) di Perusahaan dan Peran Dewan System (WBS) in the Company and the Role of the
Komisaris dalam WBS Board of Commissioners in WBS
Dewan Komisaris memandang bahwa peningkatan The Board of Commissioners considers that improving the
kualitas penerapan prinsip-prinsip GCG harus senantiasa quality of implementing GCG principles must always be

diperhatikan. Hanya dengan kualitas penerapan prinsip GCG considered. Only with the best quality of application of GCG
terbaiklah Perseroan akan memperoleh penilaian positif dari principles will the Company obtain a positive assessment
seluruh pemangku kepentingan. from all stakeholders.
Oleh karenanya Dewan Komisaris, dengan bantuan organ Therefore, the Board of Commissioners, with the help of
pendukung di jajaran Dewan Komisaris senantiasa menjalankan supporting organs, the Board of Commissioners always
tanggung jawab utama dalam mengawasi dan memberi carries out the main responsibility in supervising and
penasihatan terhadap kegiatan pengelolaan perusahaan yang advising on the management activities of the company that
dirancang maupun dilaksanakan jajaran Direksi beserta seluruh are designed and carried out by the Board of Directors and all
jajaran manajemennya melalui pelaksanaan pertemuan dan levels of management through regular constructive meetings
dialog yang konstruktif secara teratur. and dialogues.
Dewan Komisaris senantiasa memperhatikan rekomendasi The Board of Commissioners always considers
dan masukan dari Komite-komite Dewan Komisaris, yakni recommendations and input from the Committees of the
Komite Audit serta Komite Manajemen Risiko dan SDM. Kedua Board of Commissioners, namely the Audit Committee and
komite tersebut dalam penilaian kami, telah menjalankan the Risk Management and HR Committee. Both of these
tugas dan tanggung jawabnya sesuai dengan spesifikasi yang committees in our assessment, have carried out their duties
ditetapkan dalam Anggaran Dasar Perseroan dengan baik. and responsibilities according to the specifications set out
Namun demikian, mengingat semakin besarnya skala usaha in the Company’s Articles of Association. However, given the
Perseroan dan semakin beratnya tantangan dan kendala increasingly large scale of the Company’s business and the
yang harus diatasi, Dewan Komisaris mengamanatkan increasing challenges and obstacles that must be overcome,
anggota-anggota Komite agar senantiasa meningkatkan the Board of Commissioners mandates Committee members
kompetensinya, sesuai dengan lingkup tugasnya. to always improve their competencies, in accordance with the
scope of their duties.
Dewan Komisaris mengapresiasi hasil asesmen kualitas The Board of Commissioners appreciates the results of the
penerapan GCG yang mencapai 89,89 dengan kualifikasi Sangat assessment of the GCG quality which reached 89.89 with
Baik. Untuk itu, kami mengajak Direksi beserta seluruh jajaran Excellent qualifications. For this reason, we invite the Board of
untuk bersama-sama menunjukkan bahwa nilai tersebut Directors and all staff to jointly demonstrate that these values
memang bermakna, dengan senantiasa bertindak tegas atas are meaningful, by always acting decisively for any violations
setiap terjadinya pelanggaran terhadap kode etik, apalagi of the code of conduct, especially against the acts of fraud and
terhadap tindakan fraud dan penyalahgunaan wewenang. abuse of authority. Certainly, the action is also accompanied
Tentunya tindakan tersebut juga diiringi dengan upaya by efforts to follow up on the recommendations of the results
menindaklanjuti rekomendasi dari hasil asesmen tersebut. of the assessment.
Terkait dengan Whistleblowing System, Dewan Regarding the Whistleblowing System, the Board of
Komisaris berpendapat bahwa Whistleblowing System Commissioners states that the Whistleblowing System is very
sangat diperlukan untuk memperkuat penerapan needed to strengthen the implementation of good corporate
tata kelola perusahaan yang baik yang diwujudkan governance which is realized by providing opportunities to all
dengan memberikan kesempatan kepada seluruh Insan Angkasa Pura II’s Personnel and other stakeholders to submit
Angkasa Pura II dan stakeholders lainnya untuk dapat reports on indications of violations of applicable ethical
menyampaikan laporan mengenai indikasi pelanggaran values, based on evidence that can be accounted for and with
terhadap nilai–nilai etika yang berlaku, berdasarkan bukti- a good intentions. The Board of Commissioners has actively
bukti yang dapat dipertanggungjawabkan serta dengan carried out its role as supervisor in the implementation
niat baik. Dewan Komisaris telah menjalankan perannya of WBS.
secara aktif sebagai pengawas dalam penerapan WBS.

Meskipun penerapan WBS telah berjalan baik, namun Dewan Even though the implementation of WBS has been going well,
Komisaris senantiasa memberikan arahan untuk lebih the Board of Commissioners always provides direction to
meningkatkan efektivitas sosialisasi mekanisme WBS, agar further enhance the effectiveness of the WBS mechanism
para stakeholder lebih termotivasi dalam menyampaikan socialization, so that stakeholders are more motivated in
pelanggaran-pelanggaran yang dapat merugikan Perseroan. submitting violations that can harm the Company.
Keberagaman Komposisi Dewan Komisaris Diversity in the Composition of the Board

of Commissioners
Komposisi Dewan Komisaris telah memenuhi unsur The composition of the Board of Commissioners has fulfilled
keberagaman yaitu perpaduan dari sisi independensi, diversity, namely the combination of independence,
pendidikan, pengalaman kerja, dan usia. Seluruh Anggota education, job experience and age. All members of the
Dewan Komisaris Perseroan memiliki integritas, kompetensi Company’s Board of Commissioners have integrity,
dan reputasi yang baik. Dalam penetapan komposisi Dewan competence and good reputation. In determining the
Komisaris telah dilakukan dengan mempertimbangkan composition of the Board of Commissioners, the Company
kebutuhan dan kompleksitas Perseroan termasuk has taken into account the needs and complexity of the
memperhatikan unsur keberagaman dengan tetap Company, including taking into account the diversity
mempertimbangkan kebutuhan Perseroan sesuai dengan element while still considering the needs of the Company in
bidang usaha yang dijalankan. accordance with the line of business being carried out.
Perubahan Komposisi Dewan Komisaris Changes in the Composition of the Board

of Commissioners
Selama periode pelaporan, RUPS telah menyetujui perubahan During the reporting period, the GMS approved changes in
dalam komposisi Dewan Komisaris. RUPS memutuskan the composition of the Board of Commissioners. The GMS
untuk memberhentikan dengan hormat Rhenald Kasali decided to honorably dismiss Rhenald Kasali as President
sebagai Komisaris Utama dan Imam Bustomi sebagai Commissioner and Imam Bustomi as Member of the Board
Anggota Dewan Komisaris. RUPS juga mengangkat 2 (dua) of Commissioners. The GMS also appointed 2 (two) new
orang Anggota Dewan Komisaris baru yakni Andus Winarno Members of the Board of Commissioners namely Andus
dan Dodi Iskandar. Bagi Anggota Dewan Komisaris yang Winarno and Dodi Iskandar. For the new Members of the
baru, telah dilaksanakan Program Pengenalan Perusahaan Board of Commissioners, the Company’s Orientation Program
yang dilaksanakan pada tanggal 19 Februari 2019. Dengan was implemented on February 19, 2019. Accordingly, the
demikian, susunan Dewan Komisaris per 31 Desember 2019 composition of the Board of Commissioners as of December
sebagai berikut: 31, 2019 was as follows:
Nama Jabatan Dasar Pengangkatan

Name Position Basis of Appoinment
Iswan Elmi Komisaris 1. Surat Keputusan Menteri BUMN Nomor SK-217/MBU/10/2014

Commissioner tanggal 17 Oktober 2014.
2. Keputusan Dewan Komisaris Perusahaan Perseroan (Persero)
PT Angkasa Pura II Nomor KEP.01.03/00/11/2019/0406
tentang Penunjukan Pelaksana Harian (PH) Komisaris Utama
Perusahaan (Perseroan) PT Angkasa Pura II yang berlaku sejak
tanggal 17 Oktober 2019.
1. Ministry of SOEs Decree No. SK-217/MBU/10/2014 dated October
17, 2014.
2. Decree of the Company’s Board of Commissioners of PT
Angkasa Pura II (Persero) No. KEP.01.03/00/11/2019/0406 on the
Appointment of the Company’s Acting President Commissioner
of PT Angkasa Pura II (Persero) which was effective on October
17, 2019.


Name Position Basis of Appoinment
M. Harpin Ondeh Komisaris Surat Keputusan Menteri BUMN Nomor SK-86/MBU/06/2015

Commissioner tanggal 8 Juni 2015.
Ministry of SOEs Decree No. SK-86/MBU/06/2015 dated June 8, 2015.
Mohamad Pramintohadi Sukarno Komisaris Keputusan Menteri BUMN Nomor SK-45/MBU/02/2018

Commissioner tanggal 19 Februari 2018.
Ministry of SOEs Decree No. SK-45/MBU/02/2018 dated February
19, 2018.
Andus Winarno Komisaris Keputusan Menteri BUMN Nomor SK-37/MBU/02/2019.

Commissioner Ministry of SOEs Decree No. SK-37/MBU/02/2019 dated
Dodi Iskandar Komisaris Keputusan Menteri BUMN Nomor SK-48/MBU/02/2019

Commissioner tanggal 11 Februari 2019.
Ministry of SOEs Decree No. SK-48/MBU/02/2019 dated February
11, 2019.
Apresiasi dan Penutup Appreciation and Closing

Demikian Laporan kami sampaikan. Atas kepercayaan Thus we submit the report. With the trust of the Shareholders
Pemegang Saham dan dukungan Direksi serta pemangku and the support of the Board of Directors and other
kepentingan lainnya, Dewan Komisaris dapat menjalankan stakeholders, the Board of Commissioners can carry out
tugas dan tanggung jawabnya dengan baik. Pada khususnya duties and responsibilities properly. In particular, to the Board
kepada Direksi dan seluruh pegawai, Dewan Komisaris of Directors and all employees, the Board of Commissioners
memberikan apresiasi setinggi-tingginya. Berkat dedikasi gives its highest appreciation for the dedication and
dan profesionalitas kerja yang diberikan, Perseroan dapat professionalism of the work provided, the Company was
menghasilkan kinerja yang cukup membanggakan. Dewan able to generate an encouraging performance. The Board of
Komisaris berharap agar kerja sama yang efektif dapat Commissioners hopes that effective cooperation can always
senantiasa dipertahankan, guna memberikan manfaat bagi be maintained, in order to benefit the nation and state.
bangsa dan negara.
Atas nama Dewan Komisaris,

On Behalf of the Board of Commissioners,
Iswan Elmi
PH. Komisaris Utama
Acting President Commissioner

Angkasa Pura II masih sangat optimis untuk dapat

memaksimalkan potensi dan memanfaatkan peluang
menjadi value bagi keberlangsungan bisnis Perseroan.
Angkasa Pura II is still very optimistic to be able to maximize the

potential and take advantage of opportunities to be a value for the
sustainability of the Company’s business.
Laporan Direksi
Board of Directors Report
Pemegang Saham dan Pemangku Kepentingan Dear Honorable Shareholders and Stakeholders,
yang terhormat,
Puji syukur kehadirat Allah SWT, Tuhan Yang Maha Kuasa, Praise to the presence of the Almighty God, for the abundance
atas limpahan rahmat dan karunia-Nya, sehingga Perseroan of grace and blessing, so that the Company successfully
berhasil melewati tahun buku 2019. Sebagai wujud komitmen passed the financial year 2019. As a form of our commitment
kami atas pelaksanaan tata kelola perusahaan yang baik, on the implementation of good corporate governance, please
ijinkan kami menyampaikan pencapaian kinerja dan prestasi allow us to submit the achievements and performances
selama tahun 2019 dengan informasi yang komprehensif throughout 2019 through a comprehensive information
baik meliputi aspek ekonomi mencakup kinerja keuangan both covering the economic aspects including financial and
dan operasional serta pelaksanaan tanggung jawab sosial operational performance as well as the implementation
perusahaan. Keseluruhan informasi tersebut kami rangkai of corporate social responsibility. We summarize all this
dalam Laporan Tahunan tahun buku 2019. information in the 2019 Annual Report.
Tinjauan Ekonomi dan Industri Economic and Industrial Review

Secara umum pertumbuhan ekonomi dunia pada tahun In general, the world economy growth in 2019 slowed down,

2019 melambat, yang menyebabkan ketidakpastian pasar which will cause uncertainty in global financial markets.
keuangan global. Isu sentral dalam perekonomian global Central issues in the global economy among others the trade
di antaranya adalah perang dagang antara Amerika Serikat war between the United States (US) and China. The trade
(AS) dengan Tiongkok. Dampak dari perang dagang tersebut war impact caused a reduction in the world trade volume
menyebabkan berkurangnya volume perdagangan dunia which slowed the pace of world economic growth. The IMF
yang memperlambat laju pertumbuhan ekonomi dunia. predicted that global economic growth in 2019 will only be
IMF memprediksi pertumbuhan ekonomi global pada at the level of 3.0%. Bank Indonesia forecasted the world
tahun 2019 hanya berada pada level 3,0%. Bank Indonesia economic growth of 3.0% in 2019, declining from 3.6% in
memperkiraan pertumbuhan ekonomi dunia sebesar 2018, and then recover limitedly to 3.1% in 2020, supported
3,0% pada 2019, menurun dari 3,6% pada 2018, dan by growth in developing countries.
kemudian pulih terbatas menjadi 3,1% pada 2020, ditopang
pertumbuhan negara berkembang.
Pada tahun 2019, pertumbuhan ekonomi Indonesia tetap In 2019, Indonesia’s economic growth remained resilient
tangguh di tengah kinerja perekonomian dunia yang amidst the slowing performance of the world economy.
melambat. Pertumbuhan ekonomi keseluruhan tahun 2019 Overall economic growth in 2019 remained good at 5.02%,
tetap baik yakni 5,02%, meskipun lebih rendah dibandingkan although it was lower than the 2018 achievement of 5.17%.
dengan capaian tahun 2018 sebesar 5,17%. Pertumbuhan The economic growth was supported by domestic demand
ekonomi tersebut ditopang oleh permintaan domestik that remained good while exports performance declined.
yang tetap baik sedangkan kinerja ekspor menurun. Overall developments in 2019 were achieved after in the
Perkembangan keseluruhan tahun 2019 dicapai setelah fourth quarter of 2019 where economic growth was recorded

pada triwulan IV 2019 pertumbuhan ekonomi tercatat 4,97% at 4.97% (yoy), slightly slowed down compared to the
(yoy), sedikit melambat dibandingkan dengan pertumbuhan previous quarter’s growth of 5.02% (yoy).
triwulan sebelumnya sebesar 5,02% (yoy).
Pertumbuhan ekonomi 2019 banyak ditopang oleh Economic growth in 2019 was largely supported by
permintaan domestik yang tetap terjaga sedangkan ekspor maintained domestic demand while exports decline in line
menurun sejalan dengan melambatnya permintaan global with slowing global demand and falling global commodity
dan menurunnya harga komoditas global. Permintaan prices. Maintained domestic demand was influenced by
domestik yang terjaga dipengaruhi stabilnya konsumsi rumah stable household consumption which grew 5.04% in 2019,
tangga yang tumbuh 5,04% pada 2019, tidak banyak berbeda not much different from the previous year’s growth of 5.05%.
dengan pertumbuhan pada tahun sebelumnya sebesar Maintained household consumption was driven by controlled
5,05%. Konsumsi rumah tangga yang terjaga didorong inflasi inflation and a good level of consumer confidence. The
yang terkendali dan tingkat keyakinan konsumen yang tetap consumption of Non-Profit Institutions Serving Households
baik. Konsumsi Lembaga Nonprofit Rumah Tangga (LNPRT) (LNPRT) increased from 9.10% in 2018 to 10.62%, driven by
meningkat dari 9,10% pada tahun 2018 menjadi 10,62%, the positive impact of the 2019 elections. Domestic demand
didorong dampak positif penyelenggaraan pemilu 2019. was also supported by investment that remained high,
Permintaan domestik juga didukung oleh investasi yang especially construction investment which grew 5.37%, not
tetap tinggi, terutama investasi bangunan yang tumbuh much different from the 2018 performance of 5.41%. From
5,37%, tidak jauh berbeda dari kinerja 2018 sebesar 5,41%. the Line of Business (LU) point of view, economic growth in
Dari sisi Lapangan Usaha (LU), pertumbuhan ekonomi tahun 2019 was mainly driven by the performance of LU services
2019 terutama didorong kinerja LU jasa-jasa di sektor tersier, in the tertiary sector, particularly the communication and
terutama sektor komunikasi dan informasi, sektor jasa information sector, the financial and insurance services
keuangan dan asuransi dan sektor jasa lainnya. sector and other service sectors.
Pada sektor industri penerbangan, jumlah penerbangan In the aviation industry sector, the number of domestic
domestik dan penerbangan internasional masih flights and international flights still showed an increase
menunjukkan peningkatan dari tahun-tahun sebelumnya. from previous years. This was in line with the Indonesian
Hal ini sejalan dengan program pemerintah Indonesia yang government’s program which continues to promote tourism
terus menggalakkan potensi pariwisata. Dengan kondisi potential. With the economic conditions and opportunities in
perekonomian dan peluang pada industri transportasi the transportation industry, especially aviation, Angkasa Pura
khususnya penerbangan, Angkasa Pura II masih sangat II is still very optimistic to be able to maximize the potential
optimis untuk dapat memaksimalkan potensi dan and take advantage of opportunities to be a value for the
memanfaatkan peluang menjadi value bagi keberlangsungan sustainability of the Company’s business.
bisnis Perseroan.
Analisis Atas Kinerja Perseroan Analysis on the Company’s Performance
Kebijakan Strategis Strategic Policies

Perlambatan pertumbuhan ekonomi baik global maupun Slowing global and national economic growth has an impact
nasional, memberikan dampak dan risiko terhadap and risk on the Company’s sustainability. All risks that arise
keberlanjutan Perseroan. Segala risiko yang muncul from these conditions, Angkasa Pura II has carried out
atas kondisi tersebut, Angkasa Pura II telah melakukan mitigation and anticipation with reliable programs so as to
mitigasi dan antisipasi dengan program-program yang maintain the performance and sustainability of the Company.
handal sehingga dapat mempertahankan kinerja dan
keberlanjutan Perseroan.
Oleh karena itu, Direksi dan segenap manajemen Angkasa Therefore, the Board of Directors and all management of
Pura II telah melalukan upaya dan persiapan strategis untuk Angkasa Pura II have made efforts and strategic preparations

memastikan pencapaian kinerja pada tahun berjalan dan to ensure the achievement of performance in the current year
tahun-tahun yang akan datang. Atas berbagai dampak dan and years to come. For the various impacts and risks of the
risiko terhadap perlambatan ekonomi tersebut, Direksi economic slowdown, the Board of Directors has determined
telah menetapkan dan melaksanakan Strategi Perusahaan. and implemented the Company’s Strategies. In general, the
Secara umum, Strategi Perusahaan terbagi atas 3 (tiga) level Company’s Strategies are divided into 3 (three) levels as the
sebagaimana piramida dibawah ini: pyramid below:
Strategi Korporasi
Corporate Strategy
Strategi Bisnis
Business Strategy
Strategi Fungsional
Functional Strategy
Strategi Perusahaan (Korporasi) merupakan level strategi Corporate Strategy is the top level of strategy that serves to
paling atas yang berfungsi menentukan arah perencanaan determine the overall direction of corporate planning. At this
perusahaan secara keseluruhan. Pada level ini terdapat tiga level there are three strategies implemented, namely business
strategi yang diterapkan, yaitu strategi pertumbuhan usaha, growth strategy, portfolio strategy and parenting strategy.
strategi portofolio dan strategi parenting.
Strategi Bisnis yang telah ditetapkan Perseroan terdiri The Business Strategy that has been set by the Company
dari empat strategi utama, yaitu pertama, percepatan consists of four main strategies, namely first, accelerating
pertumbuhan pergerakan di semua bandara, dengan strategi the growth of movements at all airports, with the right airport
posisi bandara yang tepat yaitu akselerasi bisnis aero dengan positioning strategy namely aero business acceleration
berfokus pada Bandara Internasional Soekarno-Hatta dan by focusing on Soekarno-Hatta International Airport
Bandara Internasional Kualanamu. Kedua, transformasi and Kualanamu International Airport. Second, business
bisnis melalui kemitraan dengan pelaku bisnis kelas dunia transformation through partnerships with world-class
berfokus pada bisnis kargo dan kerjasama operasional business players focused on cargo business and airport
bandara. Ketiga, mengembangkan bisnis di sekitar bandara operational cooperation. Third, developing business around
untuk meningkatkan nilai kemanfaatan lahan dan terakhir, the airport to increase the value of land use and finally,
optimasi pengalaman pelanggan dan menstimulasi optimizing customer experience and stimulating passenger
pembelanjaan penumpang di bandara. spending at the airport.
Strategi berikutnya adalah Strategi Fungsional yang meliputi The next strategy is a Functional Strategy that includes the use
pemanfaatan teknologi dan operasional, pemberdayaan of technology and operations, organizational empowerment
organisasi yang agile dan ramping, fokus pengembangan di that is agile and lean, the focus of development in human
sumber daya manusia, strategi keuangan serta komitmen capital, financial strategies and a strong commitment to
kuat dalam keselamatan dan keamanan. safety and security.

Perbandingan Antara Hasil yang Dicapai dengan yang Comparison between Results Achieved and Targeted
Ditargetkan Kinerja Keuangan Financial Performance
1. Kinerja Keuangan 1. Financial Performance
Tahun 2019, Angkasa Pura II mampu membukukan kinerja In 2019, Angkasa Pura II was able to record a fairly good
keuangan yang cukup baik. Perseroan membukukan financial performance. The Company posted operating
pendapatan usaha sebesar Rp11,08 triliun, turun sebesar revenues of Rp11.08 trillion, down by Rp109.08 billion or
Rp109,08 miliar atau 0,97% dibandingkan pendapatan 0.97% compared to operating revenues in 2018 of Rp11.19
usaha pada tahun 2018 sebesar Rp11,19 triliun. Realisasi trillion. Realization of these operating revenues reached
pendapatan tersebut mencapai 97,03% terhadap target 97.03% of the target of Corporate Work Plan and Budget
Rencana Kerja dan Anggaran Perusahaan (RKAP) atas (RKAP) for operating revenues in 2019 of Rp11.42 trillion.
pendapatan tahun 2019 sebesar Rp11,42 triliun. Adapun The profit for the year was recorded at Rp1.01 trillion, down
laba tahun berjalan tercatat sebesar Rp1,01 triliun, turun by Rp950.68 billion or 48.56% compared to the profit for the
sebesar Rp950,68 miliar atau 48,56% dibandingkan laba year in 2018 of Rp1.96 trillion. The realization of the profit
tahun berjalan pada tahun 2018 sebesar Rp1,96 triliun. for the year reached 61.78% of the RKAP target on the profit
Realisasi laba tahun berjalan tersebut mencapai 61,78% for the year in 2019 of Rp1.63 trillion.
terhadap target RKAP atas laba tahun berjalan tahun
2019 sebesar Rp1,63 triliun.
Pendapatan Usaha (dalam miliar Rupiah) Pendapatan Usaha (dalam miliar Rupiah)
Operating Revenues (in billion Rupiah) Operating Revenues (in billion Rupiah)
Realisasi 2018
2018 Realization
Target 2019 Realisasi 2018 1.957,94
2019 Target 2018 Realization
11.423,12 11.193,31
Realisasi 2019 Target 2019

2019 Realization 2019 Target Realisasi 2019
11.084,23
1.630,43 2019 Realization
1.007,26
Sedangkan kinerja posisi keuangan dapat dilihat dari While the financial position performance can be seen from
instrumen aset, liabilitas dan ekuitas, dimana total aset the assets, liabilities and equity instruments, where the
Angkasa Pura II per 31 Desember 2019 mencapai Rp44,00 total assets of Angkasa Pura II as of December 31, 2019
triliun, meningkat sebesar Rp4,68 triliun atau 11,90% reached Rp44.00 trillion, an increase of Rp4.68 trillion
dibandingkan total aset per 31 Desember 2018 sebesar or 11.90% compared to total assets as of December 31,
Rp39,32 triliun. Realisasi aset tersebut mencapai 83,14% 2018 amounting to Rp39.32 trillion. The realization of
terhadap target RKAP atas aset 2019 sebesar Rp52,92 these assets reached 83.14% of the RKAP target of 2019

triliun. Adapun total liabilitas Angkasa Pura II per 31 assets of Rp52.92 trillion. The total liabilities of Angkasa
Desember 2019 mencapai Rp19,56 triliun, meningkat Pura II as of 31 December 2019 reached Rp19.56 trillion,
sebesar Rp4,20 triliun atau 27,38% dibandingkan total an increase of Rp4.20 trillion or 27.38% compared to total
liabilitas per 31 Desember 2018 sebesar Rp15,35 triliun. liabilities as of 31 December 2018 amounting to Rp15.35
Realisasi liabilitas tersebut mencapai 72,98% terhadap trillion. The realization of liabilities reached 72.98% of
target RKAP atas liabilitas 2019 sebesar Rp26,80 triliun. the RKAP target of 2019 liabilities amounting to Rp26.80
Ekuitas Angkasa Pura II per 31 Desember 2019 tercatat trillion. The equity of Angkasa Pura II as of December
sebesar Rp24,44 triliun, meningkat sebesar Rp476,37 31, 2019 was recorded at Rp24.44 trillion, an increase of
miliar atau 1,99% dibandingkan jumlah ekuitas per 31 Rp476.37 billion or 1.99% compared to the total equity as
Desember 2018 sebesar Rp23,97 triliun. Realisasi ekuitas of December 31, 2018 of Rp23.97 trillion. The realization
tersebut mencapai 93,56% terhadap target RKAP atas of equity reached 93.56% of the RKAP target for equity in
ekuitas tahun 2019 sebesar Rp26,12 triliun. 2019 of Rp26.12 trillion.
2. Kinerja Operasional 2. Operational Performance

Secara umum, realisasi kinerja jasa aeronautika In general, the realization of aeronautical services
tahun 2019 meningkat terhadap realisasi kinerja jasa performance in 2019 increased against the realization
aeronautika tahun 2018 maupun terhadap target yang of aeronautical services performance in 2018 as well as
ditetapkan pada tahun berjalan. Secara komposisi, to the targets set in the current year. In composition, the
pencapaian kinerja jasa aeronautika dikontribusi achievement of aeronautical service performance was
oleh pertumbuhan kinerja pelayanan pendaratan contributed by the growth in landing service performance
dengan peningkatan sebesar 4.208.456 ton atau 4,16%. by an increase of 4,208,456 tons or 4.16%. While the
Sedangkan kinerja pelayanan pemakaian aviobridge service performance of aviobridge usage decreased by
turun sebesar 14,02% dan kinerja pelayanan pemakaian 14.02% and the service performance of counter usage
konter turun sebesar 18,67%. decreased by 18.67%.

Pelayanan Pendaratan (dalam Ton)

Landing Service (in Tons)
Realisasi 2019
2019 Realization
Target 2019 105.351,211
2019 Target
105.748,676
Realisasi 2018
2018 Realization
101.142,755
Sedangkan realisasi kinerja jasa non-aeronautika While the performance realization of non-aeronautical
dan kargo tahun 2019 menunjukkan peningkatan and cargo services in 2019 showed an increase in the
terhadap realisasi kinerja jasa aeronautika dan kargo performance realization of aeronautical and cargo services in
tahun 2018. Secara komposisi, pencapaian kinerja jasa 2018. In composition, the achievement of non-aeronautical
non-aeronautika dan kargo dikontribusi oleh kinerja jasa and cargo service performance was contributed by the
reklame dengan pertumbuhan sebesar 49,21%, kinerja performance of advertisement services with a growth of
jasa konsesi dengan pertumbuhan sebesar 7,51%, dan 49.21%, the performance of concession services with
kinerja jasa sewa tanah dengan pertumbuhan sebesar a growth of 7.51%, and the performance of land rental
2,20%. Sedangkan kinerja jasa throughput fee turun services with a growth of 2.20%. While the performance of
sebesar 6,95% dan kinerja jasa parkir kendaraan turun throughput fees decreased by 6.95% and the performance
sebesar 17,56%. of vehicle parking services decreased by 17.56%.
Kendala-Kendala yang Dihadapi dan Langkah Constraints Faced and Resolution Measures
Penyelesaiannya
Sepanjang tahun 2019, kami selaku manajemen dan seluruh Throughout 2019, we as the management and all personnel
insan Angkasa Pura II telah berupaya meningkatkan kinerja of Angkasa Pura II have tried to improve the performance
dan mencapai target yang telah dituangkan dalam RKAP. and achieve the targets set forth in the RKAP. However, the
Namun demikian, keberhasilan Perseroan juga tidak terlepas success of the Company is also inseparable from business
dari kendala dan tantangan usaha, serta berbagai solusi yang constraints and challenges, as well as various solutions that
telah diambil. have been taken.
Prospek Usaha Business Prospects

Perkembangan industri pariwisata di masa mendatang, The tourism industry development in the future, especially
khususnya di dalam negeri memberikan peluang peningkatan in the country, gives an opportunity to increase the
jumlah wisatawan yang menggunakan jasa penerbangan. number of tourists using aviation services. Furthermore,
Lebih lanjut, maskapai penerbangan asing masuk ke foreign airlines entered the country, adding to the crowded
dalam negeri, menambah ramainya pasar penerbangan Indonesian aviation market. Airlines competition both
Indonesia. Persaingan maskapai penerbangan baik maskapai foreign and domestic airlines creates price competition

penerbangan asing maupun domestik menciptakan which encourages the application of the concept of Low
persaingan harga yang mendorong pemberlakuan konsep Cost Carrier (LCC). The application of this concept will further
Low Cost Carrier (LCC). Pemberlakuan konsep tersebut encourage the growth of passengers and airlines which
akan semakin mendorong pertumbuhan penumpang dan then makes the air aviation industry a preferred choice of
maskapai penerbangan yang kemudian menjadikan industri transportation between regions.
penerbangan udara sebagai pilihan sarana transportasi antar
wilayah yang lebih diminati.
Perkembangan industri penerbangan Indonesia juga akan The Indonesian aviation industry development will also
semakin cerah dengan ikut sertanya Indonesia dalam World be brighter with Indonesia’s participation in World Route
Route Airlines. Acara pertemuan global bagi pihak-pihak yang Airlines. The global meeting for those involved in the aviation
berkecimpung dalam industri penerbangan yang diadakan industry which is held every few years is attended by more
beberapa tahun sekali ini diikuti oleh lebih dari 110 negara. than 110 countries. With the participation of Indonesia
Dengan ikut sertanya Indonesia dalam acara tersebut, in the event, it is hoped that more foreign airlines will
diharapkan lebih banyak maskapai penerbangan asing yang cooperate and open flight routes to and from Indonesia.
bekerjasama dan membuka rute penerbangan dari dan ke Some opportunities that create bright business prospects
Indonesia. Beberapa peluang yang menciptakan prospek for Angkasa Pura II are as follows:
usaha yang cemerlang bagi Angkasa Pura II sebagai berikut:
1. Besarnya potensi pariwisata yang masih dapat 1. The great potential of tourism that can still be
dikembangkan di Indonesia kedepannya dapat developed in Indonesia in the future can be fully
berkembang penuh seperti halnya di Thailand. Upaya developed as it is in Thailand. Tourism marketing
pemasaran pariwisata dapat dilakukan di wilayah efforts can be carried out in the West Indonesia region
Indonesia Barat yang menyasar warga mancanegara that targets middle-class Southeast Asian citizens who
Asia Tenggara kelas menengah atas yang berlibur akhir are on holiday in Indonesia.
pekan di Indonesia.

2. Peningkatan traffic penerbangan dan penumpang yang 2. Increased flight and passenger traffic sourced from:
bersumber dari:
a. Pembukaan rute domestik baru; a. Opening of new domestic routes;
b. Mendorong penerbangan rute internasional untuk b. Encouraging international route flights for transit at
transit di Bandara Internasional Soekarno-Hatta (CGK); Soekarno-Hatta International Airport (CGK);
c. Pemberlakuan MEA dan Open Sky Policy, dan c. Enforcement of MEA and Open Sky Policy, and the
penyelenggaraan event internasional di Indonesia; holding of international events in Indonesia;
d. Perseroan mengelola bandara-bandara yang berada d. The Company manages airports in Western
di wilayah Indonesia Barat, dimana perkembangan Indonesia, where the economic development in this
ekonomi pada wilayah ini cukup pesat, sehingga region is quite rapid, so that naturally it will impact
secara natural akan berimbas pada peningkatan on increasing the number of passengers.
jumlah penumpang.
3. Pengelolaan Bandara Kualanamu (KNO). Angkasa Pura II 3. Management of Kualanamu Airport (KNO). Angkasa
mengelola bandara KNO yang merupakan satu-satunya Pura II manages KNO airport, which is the only 3-star
bandara Indonesia bintang 3 SKYTRAX dan memiliki Indonesian airport by SKYTRAX and has a fairly large
kawasan lahan yang cukup luas, sehingga potensial land area, so that the potential for further development
dikembangkan lebih lanjut (misal hotel, kawasan bisnis). (ie. hotels, business areas).
4. Akusisi Bandara Baru. Sejalan dengan kompetensi inti, 4. New Airport Acquisition. In line with core competencies,
Perseroan dapat menambah portfolio bandara yang the Company can add portfolio to its managed airport
dikelola dengan mengakuisisi bandara baru, contoh: by acquiring a new airport, for example: Banyuwangi.
Banyuwangi. Akusisi ini bertujuan untuk memperbesar This acquisition aims to enlarge the corporation
korporasi melalui strategi 3GB yaitu getting bigger. through a 3GB strategy of getting bigger.
5. Potensi pengembangan bisnis kargo CGK. Menjalin 5. Potential development of the CGK cargo business.
kerjasama pengelolaan kargo CGK melalui strategic Establish CGK cargo management cooperation
partnership dengan mitra global yang telah memiliki through a strategic partnership with well-known and
nama besar. established global partners.
6. Teknologi untuk mendukung operasional bandara. 6. Technology to support airport operations. Today’s
Teknologi pelayanan kebandarudaraan saat ini telah airport service technology has developed a lot, such
banyak berkembang, seperti: self check-in kiosk, instant as: self check-in kiosk, instant feedback system,
feedback system, realtime update on waiting time, indoor realtime updates on waiting time, indoor wayfinding,
wayfinding, big data. Berbagai teknologi ini dapat/ big data. These technologies can/have been
telah diadopsi Perseroan sehingga dapat meningkatkan adopted by the Company so as to increase customer
kepuasan pelanggan, menunjang peningkatan satisfaction, support the increase in revenues sourced
pendapatan yang bersumber dari bisnis non-aero. from non-aero businesses.
Penerapan Tata Kelola Perusahaan Corporate Governance Implementation

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 in order
yang baik agar terus tumbuh dan berkembang secara to continue growing and developing sustainably in the long
berkelanjutan dalam jangka panjang. Penerapan GCG term. The consistent implementation of GCG will strengthen
secara konsisten akan memperkuat posisi daya saing the Company’s competitive position, maximize the value of
Perseroan, memaksimalkan nilai Perseroan, mengelola the Company, manage resources and risks more efficiently
sumber daya dan risiko secara lebih efisien dan efektif, yang and effectively, which in turn will strengthen the trust of
pada akhirnya akan memperkokoh kepercayaan pemegang shareholders and stakeholders.
saham dan stakeholders.

Selama tahun 2019, Perseroan terus berupaya untuk Throughout 2019, the Company continued to strive in
mewujudkan hal tersebut melalui menindaklanjuti hasil achieving this by following up on the results of the previous
assessment GCG sebelumnya, sosialisasi Code of Conduct GCG assessment, the socialization of the Code of Conduct
kepada seluruh karyawan Angkasa Pura II baik karyawan lama to all employees of Angkasa Pura II both existing and
maupun karyawan baru, pembangunan komitmen Dewan new employees, building the commitment of the Board
Komisaris dan Direksi melalui pembaharuan Pakta Integritas of Commissioners and Board of Directors through the
dan Komitmen Penerapan GCG, melakukan pembaharuan renewal of the Integrity Pact and the Commitment of GCG
terhadap Pedoman Tata Kelola Perusahaan yang Baik (CoCG), Implementation, updating the Code of Good Corporate
melaksanakan assessment GCG tahun 2019, dan memperkuat Governance (CoCG), conducting a GCG assessment in
Sistem Pelaporan Pelanggaran dengan penyediaan berbagai 2019, and strengthening the Violation Reporting System
media yang memudahkan pelaporan, melakukan survey by providing a variety of media that facilitates reporting,
kepuasan terhadap para vendor/rekanan Angkasa Pura II, conducting surveys of satisfaction with vendors/partners
sosialisasi program pengendalian gratifikasi Perseroan, serta of Angkasa Pura II, socializing the Company’s gratification
ikut serta dalam Annual Report Award. Keseluruhan upaya ini control program, and participating in the Annual Report
menunjukkan komitmen dan konsistensi kuat PT Angkasa Award. All of these efforts demonstrate the strong
Pura II (Persero). commitment and consistency of PT Angkasa Pura II (Persero).
Hasil assessment GCG terakhir dilakukan pada tahun 2019 The last GCG assessment results carried out in 2019 was
yang dilaksanakan secara self-assessment dengan asistensi conducted through a self-assessment with the assistance of
dari penilai independen, yaitu Badan Pengawas Keuangan an independent assessor, namely the Indonesia’s National
dan Pembangunan (BPKP) Perwakilan Provinsi Banten. Hasil Government Internal Auditor (BPKP) of Banten Province
penilaian GCG Perseroan pada tahun 2018 memperoleh Representative. The results of the Company’s GCG assessment
skor sebesar 89,89%, masuk dalam Kategori “SANGAT in 2018 obtained a score of 89.89%, included in the category
BAIK”. Upaya ini merupakan kerja keras dari seluruh pihak of “VERY GOOD”. This effort was the hard work of all parties
di Angkasa Pura II. Kami tentunya berharap bahwa skor ini in Angkasa Pura II. We certainly hope that this score can be
dapat terus dipertahankan dan implementasi GCG akan kami maintained and the GCG implementation will be carried out
laksanakan dengan sebaik-baiknya. as well as possible.
Ringkasan hasil penilaian/evaluasi atas penerapan GCG pada Assessment/evaluation results summary on the implementation
PT Angkasa Pura II (Persero) sebagai berikut: of GCG at PT Angkasa Pura II (Persero) is as follows:
Aspek Pengujian/Indikator/Parameter Bobot Capaian Tahun 2019

Aspects of Testing/Indicators/Parameters Weight 2019 Achievements
Skor % Capaian
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/Pemilik Modal 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

Aspek Pengujian/Indikator/Parameter Bobot Capaian Tahun 2019

Aspects of Testing/Indicators/Parameters Weight 2019 Achievements
Skor % Capaian
Score Achievements %
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 | Total Score 100,00 89,893 89,89
Klasifikasi Kualitas Penerapan GCG Sangat Baik

Classification of GCG Implementation Quality Very Good
Pengembangan Sumber Daya Manusia (SDM) Human Capital Development (HC)

Untuk mendukung pencapaian kinerja yang telah To support the achievement of targeted performance, the
ditargetkan, Perseroan mempunyai komitmen untuk terus Company is committed to continuously develop the potential
mengembangkan potensi karyawan sebagai stakeholders of its employees as the Company's main stakeholders.
utama Perseroan. Secara konsisten dan berkesinambungan, Consistently and continuously, the development of
pengembangan potensi karyawan dilaksanakan melalui employee potential is carried out through the learning
proses pembelajaran, antara lain menyelenggarakan berbagai process, including organizing various education, training
pendidikan, pelatihan dan workshop baik secara internal and workshops both internally and externally in collaboration
maupun secara eksternal bekerjasama dengan lembaga with educational institutions. This education and training is
pendidikan. Pendidikan dan pelatihan ini diharapkan dapat expected to increase the knowledge and skills of employees
meningkatkan pengetahuan dan keterampilan pekerja dalam in improving their work productivity, risk management,
meningkatkan produktivitas kerja, pengelolaan risiko, budaya corporate culture and professionalism.
perusahaan serta profesionalitas.
Selama tahun 2019, jumlah karyawan Angkasa Pura II Throughout 2019, the number of employees of Angkasa Pura
sebanyak 10.551 orang. Pada tahun 2019, Angkasa Pura II II was 10,551 people. In 2019, Angkasa Pura II has conducted a
telah melaksanakan berbagai public dan inhouse training variety of public and inhouse training both domestically and
baik dalam negeri maupun luar negeri dengan total overseas with a total employee participation of 3,600 people
partisipasi karyawan sebanyak 3.600 orang dan total biaya and the total development cost reached Rp51.91 billion.
pengembangan mencapai Rp51,91 miliar.
Pelaksanaan Tanggung jawab Sosial Social Responsibility Implementation

Komitmen Perseroan dalam melaksanakan tanggung jawab The Company's commitment in carrying out corporate
sosial Perseroan tertuang dengan Kebijakan Corporate social responsibility is stated in the Corporate Social
Social Responsibility (CSR)/Tanggung Jawab Sosial dan Responsibility (CSR) Policy of PT Angkasa Pura II (Persero).
Lingkungan (TJSL) PT Angkasa Pura II (Persero). Angkasa Angkasa Pura II conducts business activities in a sustainable
Pura II menjalankan kegiatan usaha secara berkelanjutan manner by considering the aspects of Economics, Social and
dengan mempertimbangkan aspek Ekonomi, Sosial dan Environment where all operating and products policies have
Lingkungan dimana semua kebijakan operasi maupun produk a positive impact on these three aspects.
memberikan dampak positif bagi ketiga aspek tersebut.

Pelaksanaan kegiatan tanggung jawab sosial perusahaan The implementation of corporate social responsibility
pada tahun 2019 menitik-beratkan pada aspek pemberdayaan activities in 2019 focused on the aspects of economic and
ekonomi dan sosial masyarakat serta kepedulian terhadap social empowerment of the community and concern for the
kelestarian lingkungan hidup melalui Program Kemitraan environmental sustainability through the Partnership and
dan Bina Lingkungan (PKBL). Pada tahun 2019, Angkasa Community Development Program (PKBL). In 2019, Angkasa
Pura II telah menyalurkan dana program kemitraan dan bina Pura II has channeled funds of partnership and community
lingkungan serta kegiatan CSR, sebagai berikut: development programs and CSR activities, as follows:
Anggaran dan Penggunaan Dana 2019 (dalam miliar Rupiah)

2019 Budget and Use of Funds (in billion Rupiah)
Dana Program Kemitraan Program Bina Lingkungan Kegiatan CSR

Funds Partnership Program Community Development Program CSR Activities
Anggaran 54,33 31,91 6,03

Budget
Penggunaan 46,26 31,76 5,51

Usage
Tingkat Penyerapan 87% 94% 91%

Absorption Rate

Perubahan Komposisi Direksi Changes in the Composition of the Board of Directors

Selama tahun 2019, terdapat perubahan susunan Direksi Throughout 2019, there were changes in the composition of
dengan adanya penambahan nomenklatur direksi dan the Board of Directors with the addition of the nomenclature
pergantian anggota Direksi. Penambahan nomenklatur of the Board of Directors and the replacement of members of
Direksi yaitu: (1) Wakil Direktur Utama: Edwin Hidayat; dan the Board of Directors. Additions to the nomenclature of the
(2) Direktur Transformasi dan Portfolio Strategis: Armand Board of Directors, namely: (1) Vice President Director: Edwin
Hermawan. Sedangkan pergantian anggota Direksi yaitu: Hidayat; and (2) Director of Transformation and Strategic
Direktur Keuangan dari Andra Y. Agussalam diganti oleh Portfolio: Armand Hermawan. While the replacement of
Bayu Rafisukmawan dengan alasan adanya permasalahan members of the Board of Directors, namely: Director of
hukum. Adapun komposisi Direksi per 31 Desember 2019 Finance, from Andra Y. Agussalam was replaced by Bayu
sebagaimana tercantum dalam tabel berikut: Rafisukmawan on the grounds of legal problems. The
composition of the Board of Directors as of December 31,
2019 is as listed in the following table:
Komposisi Direksi 2019

2019 Board of Directors Composition

Name Position Basis of Appointment
Muhammad Awaluddin Direktur Utama Surat Keputusan Menteri BUMN selaku Pemegang Saham PT
President Director AP II Nomor SK-227/MBU/09/2016 tanggal 9 September 2016.
Minister of SOEs Decree 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.
Minister of SOEs Decree as the General Meeting of
Shareholders of PT Angkasa Pura II Number SK-271/
MBU/11/2019 dated November 18, 2019.
Djoko Murjatmodjo Direktur Teknik Surat Keputusan Menteri BUMN selaku Pemegang Saham PT
Director of Engineering AP II Nomor SK-227/MBU/09/2016 tanggal 9 September 2016.
Daan Achmad Direktur Komersial Surat Keputusan Menteri BUMN selaku Pemegang Saham PT
Director of Commercial AP II Nomor SK-227/MBU/09/2016 tanggal 9 September 2016.
Ituk Herarindri Direktur Operasi & Pelayanan Surat Keputusan Menteri BUMN selaku Pemegang Saham PT
Director of Operations AP II Nomor SK-227/MBU/09/2016 tanggal 9 September 2016.
& Services Minister of SOEs Decree as Shareholder of PT AP II Number
Bayu Rafisukmawan Direktur Keuangan Keputusan Menteri BUMN Nomor SK-188/MBU/08/2019

Director of Finance tanggal 26 Agustus 2019.
Minister of SOEs Decree Number SK-188/MBU/08/2019 dated
August 26, 2019.
Ajar Setiadi Direktur Human Capital Keputusan Menteri BUMN Nomor SK-188/MBU/08/2019
Director of Human Capital tanggal 26 Agustus 2019.
Minister of SOEs Decree Number SK-188/MBU/08/2019 dated
August 26, 2019.
Armand Hermawan Direktur Transformasi & Keputusan Menteri BUMN Nomor SK-188/MBU/08/2019
Portfolio Strategis tanggal 26 Agustus 2019.
Director of Transformation & Minister of SOEs Decree Number SK-188/MBU/08/2019 dated
Strategic Portfolio August 26, 2019.

Penutup Closing
Atas semua pencapaian tersebut, kami ingin menyampaikan For all these achievements, we would like to express the
penghargaan yang setinggi-tingginya atas dedikasi yang highest appreciation for the dedication shown by the
telah ditunjukkan oleh para pegawai. Kami juga berterima employees. We also thank the Board of Commissioners,
kasih kepada Dewan Komisaris, para pemegang saham, shareholders, business partners and customers for the
mitra usaha, dan pelanggan atas kepercayaan yang telah trust given. The Board of Directors invites all levels of the
diberikan. Direksi mengajak kepada semua jajaran Perseroan Company to remain optimistic in facing challenges in the
untuk tetap optimis dalam menghadapi tantangan di masa future. We believe that with good cooperation, we will be able
depan. Kami yakin bahwa dengan kerjasama yang baik, to overcome all difficulties and severe challenges.
semua kesulitan dan tantangan yang berat akan dapat kita
lalui dengan baik.
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 (Persero) Tahun Buku 2019
Statement of Responsibility on the Annual Report of
PT Angkasa Pura II (Persero) Book Year 2019
Kami yang bertanda tangan di bawah ini, menyatakan bahwa We the undersigned hereby declare that all the information
semua informasi dalam Laporan Tahunan PT Angkasa Pura contained in the 2019 Annual Report of PT Angkasa Pura II
II (Persero) tahun 2019, telah dimuat secara lengkap dan (Persero) has been presented completely in its entirely, and
bertanggung jawab penuh atas kebenaran isi Laporan that we assume full responsibility for the accuracy of content
Tahunan ini. as stated in this Annual Report.
Demikian pernyataan ini dibuat dengan sebenarnya. Thus this statement is made truthfully.
Jakarta, Juni 2020 | Jakarta, June 2020
Dewan Komisaris
Board of Commissioners
Iswan Elmi
PH. Komisaris Utama
Mujahidin Harpin Ondeh Dodi Iskandar

Komisaris Independen Komisaris
Independent Commissioner Commissioner
Mohamad Pramintohadi Sukarno Andus Winarno

Komisaris Komisaris
Commissioner Commissioner

Direksi
Board of Directors
Muhammad Awaluddin Edwin Hidayat

Direktur Utama Wakil Direktur Utama
President Director Vice President Director
Daan Achmad Djoko Murjatmodjo Ituk Herarindri

Direktur Komersial Direktur Teknik Direktur Operasi & Pelayanan
Director of Commercial Director of Engineering Director of Operations
& Services
Bayu Rafisukmawan Ajar Setiadi Armand Hermawan

Direktur Keuangan Direktur Human Capital Direktur Transformasi &
Director of Finance Director of Human Capital Portofolio Strategis
Director of Transformation &
Strategic Portfolio

PROFIL
PERUSAHAAN
Company Profile

03

Kiprah Angkasa Pura II selama 30 tahun, telah

menunjukkan kemajuan dan peningkatan usaha yang
pesat dalam bisnis jasa kebandarudaraan melalui
penambahan berbagai sarana prasarana dan peningkatan
kualitas pelayanan pada bandara yang dikelolanya.
For over 30 years, Angkasa Pura II track records have shown incredible
business progress and improvement in the airport services business
through the addition of various infrastructure and facilities as well as
improved services quality at the airports under its management.
Identitas Perusahaan
Corporate Identity
Nama Perusahaan
Company Name
PT Angkasa Pura II (Persero)
Bidang Usaha 1. Kegiatan usaha utama yaitu: 1. Main business activities are:
Line of Business 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
pemanfaatan sumber daya yang dimiliki PT the utilization of resources owned by PT
Angkasa Pura II (Persero) yang berada di luar Angkasa Pura II (Persero) which are outside the
daerah lingkungan kerja bandar udara. airport working environment.
Status Perusahaan Perusahaan Badan Usaha Milik Negara (BUMN) State-Owned Enterprise (SOE)
Company Status
Kepemilikan 100% dimiliki oleh Negara Republik Indonesia 100% owned by the Republic of Indonesia
Ownership
Tanggal Pendirian 13 Agustus 1984 August 13, 1984

Date of Establishment

Dasar Hukum Pendirian • Peraturan Pemerintah (PP) Nomor 20 Tahun 1984 • Government Regulation (PP) No. 20 Year 1984
Legal Basis of Establishment tentang Perseroan Umum (Perum) Pelabuhan concerning Perum Pelabuhan Udara Jakarta
Udara Jakarta Cengkareng. Cengkareng.
• PP Nomor 26 Tahun 1986 tentang Perubahan • PP No. 26 Year 1986 concerning the Change of
Nama Perseroan Umum (Perum) Pelabuhan Udara Name from Perum Pelabuhan Udara Jakarta
Jakarta Cengakreng Menjadi Perseroan Umum Cengkareng to Perum Angkasa Pura II.
(Perum) Angkasa Pura II.
• PP Nomor 14 Tahun 1992 tentang pengalihan • PP No. 14 Year 1992 concerning the Change of
bentuk Perseroan Umum (Perum) Angkasa Pura Legal Entity Status from Perum Angkasa Pura II to
II menjadi Perseroan (Persero). a Limited Liability Company (Persero).
• Dalam rangka pelaksanaan PP Nomor 14 Tahun • In the context of implementing PP No. 14 Year
1992 telah ditandatangani Akta Pendirian Perseroan 1992 was signed the Deed of Establishment of
Terbatas Angkasa Pura II Nomor 3 Tanggal 2 Januari Angkasa Pura II Limited Liability Company No. 3
1993, sebagaimana diperbaiki dengan Akta dated January 2, 1993, as amended by the Deed of
Pembetulan Nomor 96 Tanggal 19 Maret 1993. Amendment No. 96 dated March 19, 1993.
Modal Dasar Rp63.886.608.000.000,- Rp63,886,608,000,000

Authorized Capital
Modal Ditempatkan dan Rp15.971.652.000.000,- Rp15,971,652,000,000

Disetor Penuh
Issued and Fully Paid-In Capital
Kantor Pusat Building 600, Building 600,

Head Office Soekarno-Hatta International Airport Soekarno-Hatta International Airport
PO BOX 1001/ BUSH PO BOX 1001/ BUSH
Jakarta 19120, Indonesia Jakarta 19120, Indonesia
Jumlah Karyawan 10.579 orang 10,579 people

Number of Employees
Website www.angkasapura2.co.id www.angkasapura2.co.id
Layanan Informasi Building 600 Building 600

Information Service Soekarno-Hatta International Airport Soekarno-Hatta International Airport
PO BOX 1001/ BUSH PO BOX 1001/ BUSH
Jakarta 19120, Indonesia Jakarta 19120, Indonesia
(+62-21) 550 5079, 550 5074 (+62-21) 550 5079, 550 5074
Contact Center contact.center@angkasapura2.co.id AP II Contact Center
138 www.angkasapura2.co.id @contactap2

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 pelayanan airport services and airport-related services in several
jasa kebandarudaraan dan pelayanan jasa terkait bandar udara parts of Indonesia. Angkasa Pura II has earned the trust of
di beberapa wilayah Indonesia. PT Angkasa Pura II (Persero) the Government of Republic of Indonesia to manage and
telah mendapatkan kepercayaan dari Pemerintah Republik develop the business of Jakarta Cengkareng Airport that
Indonesia untuk mengelola dan mengupayakan pengusahaan has changed its name into Soekarno-Hatta International
Pelabuhan Udara Jakarta Cengkareng yang kini berubah Airport, as well as Halim Perdanakusuma Airport since
nama menjadi Bandara Internasional Soekarno-Hatta serta August 13, 1984.
Bandara Halim Perdanakusuma sejak 13 Agustus 1984.
PT Angkasa Pura II (Persero) pertama kali didirikan dalam PT Angkasa Pura II (Persero) was first established in the
bentuk Perseroan Umum dengan nama Perseroan Umum form of a Public Company under the name of Perum
Pelabuhan Udara Jakarta Cengkareng berdasarkan Peraturan Pelabuhan Udara Jakarta Cengkareng through Government
Pemerintah Republik Indonesia No. 20 tanggal 13 Agustus Regulation of the Republic of Indonesia No. 20 dated
1984 tentang Perseroan Umum (Perum) Pelabuhan Udara August 13, 1984 concerning Perum Pelabuhan Udara
Jakarta Cengkareng, sebagaimana diumumkan dalam Jakarta Cengkareng, as published in the State Gazette of
Lembaran Negara Republik Indonesia No. 30 Tahun 1984. Pada the Republic of Indonesia No. 30 Year 1984. On May 19,
tanggal 19 Mei 1986 melalui Peraturan Pemerintah Republik 1986 through Government Regulation of the Republic of
Indonesia No. 26 tanggal 19 Mei 1986 tentang Perubahan Indonesia No. 26 dated May 19, 1986 concerning the Change
Nama Perseroan Umum (Perum) Pelabuhan Udara Jakarta of Name of Perum Pelabuhan Udara jakarta Cengkareng
Cengkareng Menjadi Perseroan Umum (Perum) Angkasa to Perum Angkasa Pura II, as published in State Gazette of
Pura II, sebagaimana diumumkan dalam Lembaran Negara the Republic of Indonesia No. 36 Year 1986, the name was
Republik Indonesia No. 36 Tahun 1986 dilakukan perubahan changed from Perum Pelabuhan Udara Jakarta Cengkareng
nama dari Perseroan Umum Pelabuhan Udara Jakarta to Perum Angkasa Pura II.
Cengkareng menjadi Perseroan Umum Angkasa Pura II.
Selanjutnya, pada 17 Maret 1992 bentuk badan hukum Furthermore, on March 17, 1992, the form of the Company’s
Perseroan berubah dari Perseroan Umum menjadi Perseroan legal entity was changed from Perum to a Limited Liability
(Persero) melalui Peraturan Pemerintah Republik Indonesia Company (Persero) through Government Regulation of the
No. 14 tanggal 17 Maret 1992 tentang Pengalihan Bentuk Republic of Indonesia No. 14 dated March 17, 1992 concerning
Perseroan Umum (Perum) Angkasa Pura II menjadi Perseroan the Change of Legal Entity Status from Perum Angkasa Pura
(Persero), sebagaimana diumumkan dalam Lembaran Negara II to a Limited Liability Company (Persero), as published in
Republik Indonesia No. 25 Tahun 1992 berubah menjadi State Gazette of the Republic of Indonesia No. 25 Year 1992
Perusahaan Perseroan (Persero) (“PP No. 14/1992”). Dalam changed into Limited Liability Company (Persero) (“PP No.
rangka pelaksanaan PP No. 14/1992 telah di tandatangani 14/1992”). In the context of implementing PP No. 14/1992
Akta Pendirian Perseroan Terbatas Angkasa Pura II No. 3 has been signed the Deed of Establishment of Angkasa Pura
tanggal 2 Januari 1993, sebagaimana diperbaiki dengan Akta II Limited Liability Company (Persero) No. 3 dated January 2,
Pembetulan No. 96 tanggal 19 Maret 1993 keduanya dibuat 1993, as amended by the Deed of Amendment No. 96 dated
di hadapan Muhani Salim S.H., Notaris di Jakarta, yang telah March 19, 1993, both were made before Notary Muhani Salim
memperoleh pengesahan Menteri Kehakiman berdasarkan S.H., Notary in jakarta, which was approved by the Minister
Keputusan No. C2-2471.HT.01.01.th.93 tanggal 24 April 1993 of Justice in its Decree No. C2-2471.HT.01.01.th.93 dated

dan telah didaftarkan pada Kepaniteraan Pengadilan Negeri April 24, 1993 and has been registered to the Registrar of
Tangerang No. HT.01.08.995/PN.NG tanggal 29 Juni 1995 dan the Tangerang District Court No. HT.01.08.995/PN.NG dated
telah diumumkan dalam Berita Negara Republik Indonesia June 29, 1995 and has been published in State Gazette
No. 63 tanggal 8 Agustus 1995, Tambahan Berita Negara of the Republic of Indonesia No. 63 dated August 8, 1995,
Republik Indonesia No. 6582. Sejak pendirian, Anggaran Supplement to the State Gazette of the Republic of Indonesia
Dasar Perseroan beberapa kali mengalami perubahan No. 6582. Since its establishment, the Company’s Articles
antara lain dalam rangka penyesuaian dengan Undang- of Association have been amended several times, among
undang Nomor 40 Tahun 2007 tentang Perseroan Terbatas others, in the context of adjustment to Law No. 40 Year 2007
melalui Akta Notaris Silvia Abbas Sudrajat S.H., SpN. Nomor concerning Limited Liability Companies through Notarial
38 tanggal 18 November 2008 yang telah disetujui dan Deed No. 38 dated November 18, 2008 of Silvia Abbas Sudrajat
ditetapkan dengan Keputusan Menteri Hukum dan Hak Asasi S.H., SpN. which was approved and stipulated by Decree
Manusia Nomor AHU-98879.AH.01.02 Tahun 2008 Tanggal of the Minister of Law and Human Rights No. AHU-98879.
22 Desember 2008 (Berita Negara RI Tahun 2009 nomor 10, AH.01.02 Tahun 2008 dated December 22, 2008 (State Gazette
Tambahan Berita Negara RI Nomor 3214), sebagaimana telah of the Republic of Indonesia Year 2009 No. 10, Supplement
diubah terakhir dengan Akta Nomor 8 Tanggal 6 Desember to the State Gazette of the Republic of Indonesia No. 3214),
2019, yang dibuat dihadapan Notaris Maya Veronica, S.H., as lastly amended by Deed No. 8 dated December 6, 2019,
M.Kn. di Tangerang, yang telah disetujui dan ditetapkan made before Notary Maya Veronica, S.H., M.Kn. in Tangerang,
dengan Keputusan Menteri Hukum dan Hak Asasi Manusia which was approved and stipulated by Decree of the Minister
Republik Indonesia Nomor AHU-0242940.AH.01.11.TAHUN of Law and Human Rights of the Republic of Indonesia No.
2019 Tentang Persetujuan Perubahan Anggaran Dasar AHU-0242940.AH.01.11.TAHUN 2019 concerning the Approval
Perseroan Terbatas Perusahaan Perseroan (Persero) PT of the Articles of Association of PT Angkasa Pura II Limited
Angkasa Pura II Tanggal 17 Desember 2019. Liability Company (Persero) dated December 17, 2019.

Berdirinya Angkasa Pura II bertujuan untuk menjalankan The establishment of Angkasa Pura II is to carry out the
pengelolaan dan pengusahaan dalam bidang jasa management and business of airport services and airport-
kebandarudaraan dan jasa terkait bandar udara dengan related services by optimizing the utilization of potential
mengoptimalkan pemberdayaan potensi sumber daya resources owned by the Company and implementing good
yang dimiliki perusahaan dan penerapan praktik tata kelola corporate governance practices. This is expected to be able
perusahaan yang baik. Hal tersebut diharapkan agar dapat to produce high-quality products and services that are
menghasilkan produk dan layanan jasa yang bermutu tinggi highly competitive so as to increase corporate value and
dan berdaya saing kuat sehingga dapat meningkatkan nilai public trust.
perusahaan dan kepercayaan masyarakat.
Kiprah Angkasa Pura II selama 30 tahun, telah menunjukkan For over 30 years, Angkasa Pura II track records have shown
kemajuan dan peningkatan usaha yang pesat dalam bisnis incredible business progress and improvement in the
jasa kebandarudaraan melalui penambahan berbagai sarana airport services business through the addition of various
prasarana dan peningkatan kualitas pelayanan pada bandara infrastructure and facilities as well as improved services
yang dikelolanya. quality at the airports under its management.
Angkasa Pura II telah mengelola 16 Bandara, antara lain yaitu Angkasa Pura II has managed 16 airports, namely Soekarno-
Bandara Soekarno-Hatta (Jakarta), Halim Perdanakusuma Hatta Airport (Jakarta), Halim Perdanakusuma (Jakarta),
(Jakarta), Kualanamu (Medan), Supadio (Pontianak), Kualanamu (Medan), Supadio (Pontianak), Minangkabau
Minangkabau (Padang), Sultan Mahmud Badaruddin II (Padang), Sultan Mahmud Badaruddin II (Palembang),
(Palembang), Sultan Syarif Kasim II (Pekanbaru), Husein Sultan Syarif Kasim II (Pekanbaru), H Husein Sastranegara
Sastranegara (Bandung), Sultan Iskandarmuda (Banda Aceh), (Bandung), Sultan Iskandarmuda (Banda Aceh), Raja Haji
Raja Haji Fisabilillah (Tanjungpinang), Sultan Thaha (Jambi), Fisabilillah (Tanjungpinang), Sultan Thaha (Jambi), Depati
Depati Amir (Pangkalpinang), Bandara Silangit (Tapanuli Utara), Amir (Pangkalpinang), Silangit Airport (Tapanuli Utara),
Bandara Banyuwangi (Banyuwangi), Bandara Internasional Banyuwangi Airport (Banyuwangi), Kertajati International
Kertajati (Subang), dan Bandara Tjilik Riwut (Palangkaraya). Airport (Subang), and Tjilik Riwut Airport (Palangkaraya).
Selama kurun waktu beberapa tahun terakhir, Angkasa Pura Over the past several years, Angkasa Pura II has earned
II telah berhasil memperoleh berbagai penghargaan dari numerous awards from various institutions. These awards
berbagai instansi. Penghargaan yang diperoleh merupakan represent the trust and appreciation of the public in
bentuk apresiasi kepercayaan masyarakat atas performance recognition of the Company’s performance in providing
perusahaan dalam memberikan pelayanan. its services.
Sebagai Badan Usaha Milik Negara, Angkasa Pura II selalu As a State-Owned Enterprise, Angkasa Pura II has consistently
melaksanakan kewajiban untuk membayar dividen kepada met its obligation to pay dividends to the state as its
negara selaku pemegang saham. Angkasa Pura II juga shareholder. Angkasa Pura II is also constantly committed
senantiasa berkomitmen untuk memberikan pelayanan to provide the best services and consumer protection to
yang terbaik dan perlindungan konsumen kepada pengguna airport services users, implement good corporate governance
jasa bandara, menerapkan praktik tata kelola perusahaan practices, improve the welfare of employees and their
yang baik, meningkatkan kesejahteraan karyawan dan families, and increase social awareness to the surrounding
keluarganya serta meningkatkan kepedulian sosial terhadap communities and environment through Corporate Social
masyarakat umum dan lingkungan sekitar bandara melalui Responsibility (CSR) programs.
program Corporate Social Responsibility (CSR).

Angkasa Pura II dari Waktu ke Waktu

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

1999 Dilakukan perubahan nama Bandara Simpang Tiga 2005 Inauguration of Minangkabau International Airport,
menjadi Bandara Sultan Syarif Kasim II. Ketaping, West Sumatra, by President of the Republic
Renaming Simpang Tiga Airport to Sultan Syarif of Indonesia.
Kasim II Airport.
2006 • Peletakkan batu pertama pembangunan Bandara
2000 Serah terima operasi Bandara Kijang Tanjung Pinang Internasional Kualanamu oleh Wapres RI.
dari Ditjen Perhubungan Udara ke Angkasa Pura II. • Peresmian TKI Lounge di Bandara Soekarno-Hatta
Handover of Kijang Tanjung Pinang Airport operations oleh Presiden RI.
from the Directorate General of Air Transportation to • Penandatanganan akta pendirian PT Railink antara
Angkasa Pura II. Angkasa Pura II dengan PT Kereta Api Indonesia.
• Groundbreaking of Kualanamu International Airport
2004 Peresmian penggunaan Terminal Khusus Haji by The Vice President of Republic of Indonesia.
Bandara Soekarno-Hatta oleh Menteri Agama dan • Inauguration of Indonesian Workers Lounge at
Menteri Perhubungan. Soekarno-Hatta International Airport by The
Inauguration of Pilgrims Special Terminal at Soekarno- President of Republic Indonesia.
Hatta Airport by the Minister of Religious Affairs and • Signing of PT Railink’s Deed of Incorporation
Minister of Transportation. between PT Angkasa Pura II (Persero) and PT Kereta
Api Indonesia.
2005 Peresmian penggunaan Bandara Internasional
Minangkabau, Ketaping, Sumatra Barat, oleh 2007 Bandara Depati Amir, Pangkal Pinang, dan Sultan
Presiden RI. Thaha resmi dikelola perusahaan PT Angkasa Pura
II (Persero).

2007 Depati Amir, Pangkal Pinang, and Sultan Thaha 2011 • Ground breaking pembangunan Terminal
Airports were officially managed by PT Angkasa Pura Bandara Depati Amir.
II (Persero). • Ground breaking pembangunan Terminal
Bandara Supadio.
2008 Perencanaan Program Bersih Bandara “Clean Airport • Ground breaking of Depati Amir Airport
Action” dan peresmian fasilitas umum di Bandara. Terminal construction.
Declaration of “Clean Airport Action” and inauguration • Ground breaking of Supadio Airport
of public facilities at Airport. Terminal construction.
2009 Peresmian Eco & Modern Terminal, yakni Terminal 3 2012 • Penandatanganan nota kesepahaman mengenai
Bandara Soekarno-Hatta. sister airport dengan Incheon International
Inauguration of Eco & Modern Terminal, namely the Airport Corporation.
Terminal 3 of Soekarno-Hatta Airport. • Peresmian pengoperasian terminal baru Bandara
Sultan Syarif Kasim II.
2010 • Sosialisasi rencana pengembangan Bandara • Signing of the Memorandum of Understanding
Soekarno-Hatta sebagai Indonesia gateway. with Incheon International Airport Corporation
• Peresmian kembali Terminal 1C di Bandara on Sister Airport.
Soekarno-Hatta. • Inauguration of new terminal of Sultan Syarif
• Socialization of Soekarno-Hatta development plan Kasim II Airport.
as Indonesia gateway.
• Inauguration of the reopening of Terminal 1C at
Soekarno-Hatta Airport.

2013 • Serah terima dan peresmian pengalihan operasional 2016 Pada tanggal 9 Agustus 2016, Terminal 3 Ultimate
Bandara Silangit dari Kementrian Perhubungan Bandara Internasional Soekarno-Hatta secara
kepada Angkasa Pura II. resmi Beroperasi.
• Bandara Internasional Kualanamu mulai beroperasi. On August 9, 2016, Ultimate 3 Terminal of Soekarno-
• Terminal baru Bandara Raja Haji Fisabilillah mulai Hatta International Airport was officially operated.
beroperasi.
• Handover and inauguration of Silangit Airport 2017 • PT Angkasa Pura II (Persero) mulai 6 Januari 2017
operational transfer from the Ministry of resmi melaksanakan soft operation terminal
Transportation to Angkasa Pura II. internasional baru Bandara Internasional Husein
• Kualanamu International Airport commenced Sastranegara, Bandung.
operations. • Bandara Depati Amir, Pangkal Pinang, mulai tanggal
• New terminal of Raja Haji Fisabilillah Airport 11 Januari 2017 beroperasi dengan Terminal Baru
commenced operations. yang modern dan megah serta mengedepankan
kearifan lokal.
2014 Peluncuran logo baru “Sky City”. • Starting on January 6, 2017, PT Angkasa Pura II
Launching of new “Sky City” logo. (Persero) officially launched soft operations of the
new international terminal of Husein Sastranegara
2015 Pengangkatan Direksi Baru PT Angkasa Pura II International Airport, Bandung.
(Persero) di Kementerian BUMN. • Starting on January 11, 2017, Depati Amir Airport,
Appointment of the New Director of PT Angkasa Pura Pangkal Pinang operated with a modern and magnificent
II (Persero) at the Ministry of SOEs. New Terminal and puts forward local wisdom.

2017 • Bandara Internasional Soekarno-Hatta ditetapkan • Soekarno-Hatta International Airport was designated
sebagai pemenang kategori The World’s Most as the winner of The World’s Most Improved Airport
Improved Airport 2017 dalam ajang World Airport 2017 at the World Airport Awards which was
Awards yang diselenggarakan oleh Skytrax. organized by Skytrax.
• PT Angkasa Pura II (Persero), pengelola 13 bandara di • PT Angkasa Pura II (Persero), managed of 13
kawasan Barat Indonesia, pada hari Jumat Tanggal airports in the western region of Indonesia, on
7 April 2017 meresmikan Pusat Layanan Pelanggan Friday, April 7, 2017, inaugurated the 138 Airport
Contact Center Airport 138 di kawasan Bandara Customer Service Contact Center in the Soekarno-
Internasional Soekarno-Hatta. Hatta International Airport area.
• Tiga bandara di bawah pengelolaan PT Angkasa Pura • Three airports under the management of PT
II (Persero) meraih sertifikat internasional terkait Angkasa Pura II (Persero) won international
manajemen mutu ISO 9001:2015 untuk fungsi certificates regarding ISO 9001:2015 quality
pelayanan pada Customer Service dan Terminal management for service functions at Customer
Inspection Services. Bandara-bandara tersebut Service and Terminal Inspection Services. These
adalah Bandara Internasional Soekarno-Hatta di airports are Soekarno-Hatta International Airport
Tangerang, Husein Sastranegara di Bandung, dan in Tangerang, Husein Sastranegara in Bandung, and
Kualanamu di Deli Serdang. Kualanamu in Deli Serdang.
• PT Angkasa Pura II (Persero) pada Tanggal 11 • PT Angkasa Pura II (Persero) on September
September 2017, memulai pendirian Airport 11, 2017, began the establishment of Airport
Operation Control Center atau AOCC guna mendukung Operation Control Center or AOCC to support

2017 Bandara International Soekarno-Hatta menjadi Soekarno-Hatta International Airport to become

smart connected airport. a smart connected airport.
• Pada Minggu, 17 September 2017, atau bertepatan • On Sunday, September 17, 2017, or at the same time
dengan Hari Perhubungan Nasional, Skytrain with National Transportation Day, Skytrain was
dioperasikan oleh Kementerian Perhubungan. operated by the Ministry of Transportation.
• PT Angkasa Pura II (Persero) bersama dengan • PT Angkasa Pura II (Persero) together with a
sejumlah pihak pada tanggal 17 November 2017 number of parties on November 17, 2017 signed a
menandatangani nota kesepahaman (Memorandum Memorandum of Understanding/MoU regarding the
of Understanding/MoU) terkait pengelolaan dan management and development of Jenderal Besar
pengembangan Bandara Jenderal Besar Soedirman Soedirman Airport in Purbalingga, Central Java.
di Purbalingga, Jawa Tengah. • On November 24, 2017, the President of the Republic
• Pada tanggal 24 November 2017 Presiden RepubIik of Indonesia, Mr. Joko Widodo, inaugurated the
Indonesia Bapak Joko Widodo meresmikan Bandara Silangit International Airport, Siborong-borong,
Internasional Silangit, Siborong-borong, Tapanuli Utara. North Tapanuli.
• Tanggal 26 Desember 2017 pukul 03.47 Kereta • On December 26, 2017, at 03.47, Soekarno-Hatta
(KA) Bandara Internasional Soekarno-Hatta yang International Airport Train departing from Sudirman
berangkat dari Stasiun Sudirman Baru (BNI City) Baru (BNI City) Station began operations for the
mulai beroperasi untuk masyarakat umum. general public.
• Pada tanggal 28 Desember 2017, Presiden Joko • On December 28, 2017, President Joko Widodo
Widodo meresmikan Terminal Ultimate Bandara inaugurated the Ultimate Terminal of Supadio
Internasional Supadio Pontianak dengan didampingi International Airport, Pontianak accompanied by
oleh Menteri Perhubungan Budi Karya Sumadi. the Minister of Transportation, Budi Karya Sumadi.
• Prosesi serah terima pengelolaan Bandara • The handover process of Banyuwangi Airport
Banyuwangi dilakukan pada tanggal 22 Desember management was carried out on December 22, 2017
2017 antara Unit Penyelenggara Bandar Udara Ditjen between Airport Operator Unit of the Directorate
Perhubungan Udara Kementerian Perhubungan General of Air Transportation of the Ministry of
dengan PT Angkasa Pura II (Persero). Transportation with PT Angkasa Pura II (Persero).

2018 • Penerbitan obligasi melalui Penawaran Umum • Issuance of Shelf Registration Bond I Angkasa Pura
Berkelanjutan Obligasi BerkeIanjutan I Angkasa Pura II Year 2018.
II Tahun 2018.
• Terminal 3 Bandara Internasional Soekarno-Hatta • Terminal 3 of the Soekarno-Hatta International
meraih penghargaan sebagai Bandara Terbaik versi Airport won an award as Best Airport according to
Majalah Bandara pada Jumat, 7 Desember 2018. the Airport Magazine on Friday, December 7, 2018.
Penghargaan tersebut diserahkan langsung oleh The award was presented directly by the Minister of
Menteri Perhubungan Budi Karya Sumadi di Jakarta. Transportation, Budi Karya Sumadi in Jakarta.
• PT Angkasa Pura II (Persero) bersama dengan PT Sarana • PT Angkasa Pura II (Persero) together with PT Sarana
Multi Infrastruktur (SMI) melakukan penandatanganan Multi Infrastruktur (SMI) signed an investment credit
perjanjian kredit investasi dalam meningkatkan agreement to improve the airport transportation
pelayanan kebandarudaraan pada 21 November 2018. service on November 21, 2018.
• PT Angkasa Pura II berhasil meraih tiga penghargaan • PT Angkasa Pura II won three awards at the 2018
pada ajang Stevie Awards 2018. Stevie Awards sendiri Stevie Awards. Stevie Awards are the highest
merupakan ajang penghargaan bisnis tertinggi di business award event in the world with the mission
dunia yang memiliki misi memberikan apresiasi of appreciating the achievements of the Company’s
terhadap capaian kinerja perusahaan. Penghargaan performance. The awards were presented on
diserahkan pada 21 Oktober 2018. October 21, 2018.
• Penerbangan perdana dari Bandara Internasional • Inaugural flight from Kertajati International Airport
Kertajati oleh Presiden Joko Widodo pada 24 Mei 2018. by President Joko Widodo on May 24th, 2018.
• PT Angkasa Pura II (Persero) meraih dua penghargaan • PT Angkasa Pura II (Persero) won 2 awards for the
untuk kategori Badan Usaha Milik Negara (BUMN) dalam category of State-Owned Enterprise in the 2018
Revolusi Mental Award 2018 yang diselenggarakan oleh Revolusi Mental Award which was organized by
majalah BUMN Track. Penghargaan yang diraih oleh BUMN Track magazine. The awards achieved by the
perseroan antara lain adalah: Company include:
1. Gold Winner “Indonesia Melayani Terbaik”; dan 1. Gold Winner “Indonesia Melayani Terbaik”; and
2. Gold Winner “The Best Leader Revolusi Mental 2. Gold Winner “The Best Leader Revolusi Mental
Integritas Terbaik”. Integritas Terbaik”.

2019 • Penandatanganan Nota Kesepahaman antara Angkasa • Signing of the Memorandum of Understanding
Pura II melalui anak usaha Angkasa Pura Kargo dengan between Angkasa Pura II through its subsidiary,
My Indo Airlines untuk mempertajam penetrasi di Angkasa Pura Kargo and My Indo Airlines to further
bisnis kargo pada tanggal 20 Februari 2019. penetrate the cargo business on February 20, 2019.
• Digital Airport Hotel Terminal 3 mendapatkan • Digital Airport Hotel Terminal 3 received an
penghargaan bertaraf internasional "Guest Review international award of “Guest Review Award 2018”
Award 2018" dari Booking.com pada 24 Februari 2019. from Booking.com on February 24, 2019.
• PT Angkasa Pura II pada 26 Februari 2019 mendapat • On February 26, 2019, PT Angkasa Pura II was
penghargaan sebagai salah satu perusahaan paling awarded as one of the most innovative companies
inovatif dengan kategori Innovative Company in in the category of Innovative Company in Building
Building Airport Digital Lounge dari Majalah Warta Airport Digital Lounge from Warta Ekonomi Magazine
Ekonomi berkat inovasi i-MATE Lounge di Bandara through its i-MATE Lounge innovation at Soekarno-
Internasional Soekarno-Hatta. Hatta International Airport.
• Hotel Horison Sky Kualanamu yang dikelola oleh • Horizon Sky Hotel Kualanamu which is managed by
anak usaha Angkasa Pura Propertindo mendapat its subsidiary, Angkasa Pura Propertindo, received
penghargaan Guest Review Award 2018 oleh the 2018 Guest Review Award by Booking.com on
Booking.com pada tanggal 28 Februari 2019. February 28, 2019.
• Enam bandara yang dikelola oleh Angkasa Pura • Six airports managed by Angkasa Pura II received
II mendapat penghargaan dalam Airport Survey awards in the 2018 Airport Survey Quality (ASQ)
Quality (ASQ) Awards 2018 yaitu Bandara Sultan Awards namely Sultan Thaha Airport - Jambi, Depati
Thaha - Jambi, Bandara Depati Amir - Pangkalpinang, Amir Airport - Pangkalpinang, Sultan Mahmud
Bandara Sultan Mahmud Badaruddin II - Palembang, Badaruddin II Airport - Palembang, Sultan Syarif

2019 Bandara Sultan Syarif Kasim II - Pekanbaru, Bandara Kasim II Airport - Pekanbaru, Silangit Airport -
Silangit - Siborong-borong, dan Bandara Raja Haji Siborong-borong, and Raja Haji Fisabilillah Airport
Fisabilillah - Tanjung Pinang. Penghargaan diterima - Tanjung Pinang. The awards were received on
pada 7 Maret 2019. March 7, 2019.
• Angkasa Pura II raih penghargaan dalam PR • Angkasa Pura II won awards at the 2019 PR Indonesia
Indonesia Awards 2019 kategori Terpopuler di Media, Awards for the category of Most Popular in Media,
Manajemen Krisis (Gold), Manajemen Pra Krisis Crisis Management (Gold), Pre-Crisis Management
(Silver), Aplikasi Mobile "InAirport" (Silver), Video (Silver), “InAirport” Mobile Application (Silver),
Company Profile (Silver), Annual Report (Silver) serta Company Profile Video (Silver), Annual Report (Silver)
Sustainability Report (Silver) pada 28 Maret 2019. and Sustainability Report (Silver) on March 28, 2019.
• Angkasa Pura II mendapat penghargaan Top Digital • Angkasa Pura II was awarded the Top Digital
Innovation & Transformation in Smart Airport Service Innovation & Transformation in Smart Airport Service
dari iTech Magazine pada 2 April 2019. from iTech Magazine on April 2, 2019.
• Penandatanganan Nota Kesepahaman pada tanggal • Signing of the Memorandum of Understanding on
23 Juli 2019 antara Angkasa Pura II dan Monash July 23, 2019 between Angkasa Pura II and Monash
University dalam bidang riset dan akademik. University in the fields of research and academics.
• Angkasa Pura II Bidik Bisnis Pengelolaan dan • Angkasa Pura II targets the Airport Management
Pengembangan Bandara di Afrika melalui Indonesia- and Development Business in Africa through the
Africa Infrastructure Dialogue yang dilaksanakan Indonesia-Africa Infrastructure Dialogue which was
pada tanggal 20 Agustus 2019. held on August 20, 2019.
• Angkasa Pura II pada tanggal 2 September 2019 • On September 2, 2019, Angkasa Pura II regained the
kembali mendapatkan peringkat tertinggi AAA highest AAA rating from Pefindo.
dari Pefindo.

2019 • Angkasa Pura II dan Grup Astra Internasional pada 9 • On October 9, 2019, Angkasa Pura II and Astra
Oktober 2019 menandatangani Nota Kesepahaman International Group signed a Memorandum of
dalam rangka pengembangan digitalisasi pelayanan Understanding in the framework of developing
di bandara. digitizing services at airports.
• Penandatanganan Kerja Sama Pemanfaatan • Signing of the Utilization Cooperation (KSP) on
(KSP) Barang Milik Negara pada Bandara Radin State-Owned Goods at Lampung Radin Inten II
Inten II Lampung antara Angkasa Pura II dengan Airport between Angkasa Pura II and the Ministry of
Kementerian Perhubungan yang ditandatangani Transportation which was signed on October 12, 2019.
pada tanggal 12 Oktober 2019.
• Penandatanganan Kerja Sama Pemanfaatan (KSP) • Signing of the Utilization Cooperation (KSP) on
Barang Milik Negara Bandara H.A.S Hanandjoeddin State-Owned Goods of H.A.S Hanandjoeddin
- Belitung dan Bandara Fatmawati Soekarno - Airport - Belitung and Fatmawati Soekarno Airport -
Bengkulu antara Angkasa Pura II dengan Kementerian Bengkulu between Angkasa Pura II and the Ministry
Perhubungan pada tanggal 13 Oktober 2019. of Transportation on October 13, 2019.
• Penandatanganan Nota Kesepahaman Angkasa • Signing of the Memorandum of Understanding
Pura II dengan PLN terkait Infrastruktur Pengisian between Angkasa Pura II and PLN related to Electric
Mobil Listrik. Bandara Soekarno-Hatta jadi Bandara Vehicle Charging Infrastructure. Soekarno-Hatta
Pertama di RI yang memiliki Infrastruktur Pengisian Airport became the First Airport in the Republic
Baterai Mobil Listrik yang dilaksanakan pada 17 of Indonesia that has an Electric Vehicle Battery
Oktober 2019. Charging Infrastructure which was held on October
17, 2019.

2019 • Angkasa Pura II pada 20 Oktober 2019 meraih • On October 20, 2019, Angkasa Pura II won Awards at
Penghargaan di The Stevie Awards 2019 yakni The 2019 Stevie Awards such as for the global level
untuk tingkat global yaitu Gold Stevie Winner - The namely the Gold Stevie Winner-The International
International Business Awards kategori Digital Process Business Awards in the category of Digital Process
Automation Solution, tingkat Asia Pasifik yaitu Gold Automation Solution, for the Asia Pacific level namely
Stevie Winner-DiLo (iMATE Lounge) kategori Best New the Gold Stevie Winner-DiLo (iMATE Lounge) in the
Product or Services of The Year - Content Media & category of Best New Product or Services of the Year
Information Monitoring Solution, serta Bronze Stevie - Content Media & Information Monitoring Solution,
Winner-Mobile Learning Award kategori Innovative and Bronze Stevie Winner-Mobile Learning Award
Use of Technology in Human Resources. in the category of Innovative Use of Technology in
Human Resources.
• Penandatanganan Nota Kesepahaman antara • Signing of the Memorandum of Understanding
Angkasa Pura II dan International Air Transport between Angkasa Pura II and the International Air
Association (IATA) terkait rencana pengembangan Transport Association (IATA) related to the plan to
sejumlah bandara di Indonesia yang dilaksanakan develop a number of airports in Indonesia which was
pada 15 November 2019. held on November 15, 2019.
• Penandatanganan Nota Kesepahaman antara • Signing of the Memorandum of Understanding
Angkasa Pura II dan Badan Pengembangan Sumber between Angkasa Pura II and the Human Resources
Daya Manusia (BPSDM) pada tanggal 10 Desember Development Agency (BPSDM) on December 10, 2019,
2019 Kementerian perhubungan dalam rangka kerja of the Ministry of Transportation in the framework of
sama melahirkan SDM unggulan. cooperation to generate excellent HC.

Makna Logo
Logo Symbolism
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.
Logistik Logistic
Merupakan simbol pergerakan logistik yang A symbol of stable logistics movement that
stabil dan terus tumbuh dan berkembang continues to grow and develop rapidly,
pesat, termasuk dalam segi pengadaan, including in procurement, maintenance,
perawatan, penyediaan dan ketenagaan. supply, and workforce.
Tindakan dan Aksi Effort and Action

Merupakan simbol akan tindakan yang A symbol of action based on the spirit of work
dilandasi dengan semangat kerja yang tinggi and commitment of PT Angkasa Pura II in
dan komitmen dari Angkasa Pura II demi providing international quality services with
menghasilkan aksi dan performa berkelas demi emphasis on customer comfort and safety.
kenyamanan dan keselamatan pelanggan.
Kemakmuran Prosperity
Merupakan simbol kemakmuran dari A symbol of prosperity as the fruit of
Angkasa Pura II hasil dari kerja keras dan success that will be gained from the hard
komitmen tinggi akan kinerja Angkasa Pura work of Angkasa Pura II for shareholders,
II demi memberikan hasil yang maksimal management, employees, and Indonesia.
bagi pemegang saham, manajemen, staf dan
Negara Indonesia.
Kepemimpinan dan Pertumbuhan Leadership and Growth

Merupakan simbol akan kepemimpinan A symbol of direction of decisive leadership,
yang tegas, stabil dan terarah demi menuju integrity, and direction towards healthy
pertumbuhan yang sehat dan berkembang. corporate growth.

Perubahan Nama Perusahaan

Change in Company Name
Per 31 Desember 2019, Angkasa Pura II tidak melakukan As of December 31, 2019, Angkasa Pura II did not change its
perubahan nama. Nama yang digunakan sampai saat ini name. The name used to date is PT Angkasa Pura II (Persero).
adalah PT Angkasa Pura 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 lingkungan II (Persero) which are outside the airport working
kerja bandar udara. environment.
Kegiatan Usaha Utama yang Dijalankan Sesuai Main Business Activities Undertaken in Accordance
dengan Anggaran Dasar 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, parkir,
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;
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.

Kegiatan Usaha
No.
Business Activities
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).

Kegiatan Usaha
No.
Business Activities
B. Pelayanan Jasa Terkait Bandar Udara, meliputi kegiatan:

Airport-related services, consisting of:
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 Pura II the utilization of resources owned by Angkasa Pura II which
yang berada di luar daerah lingkungan kerja bandar udara are outside the airport working environment including
meliputi usaha properti, pergudangan, perkantoran, businesses such as property, warehousing, offices, hospitality,
perhotelan, perumahan, apartemen, bursa mobil, bengkel, housing, apartments, car markets, workshops, restaurants,
restoran, SPBU, pusat perbelanjaan dan bisnis pariwisata, gas stations, shopping centers and tourism businesses,
resort, olahraga dan rekreasi, rumah sakit, pendidikan dan resorts, sports and recreation, hospitals, education and
penelitian, prasarana telekomunikasi dan sumber daya research, telecommunications infrastructure and energy
energi, jasa penyewaan dan pengusahaan sarana dan resources, rental services and the operations of facilities and
prasarana yang dimiliki Angkasa Pura II serta optimalisasi infrastructure owned by Angkasa Pura II as well as optmizing
pemanfaatan dana Angkasa Pura II melalui pasar modal dan the utilization of Angkasa Pura II funds through the capital
pasar uang. market and money market.
Produk dan Jasa Products and Services
Jasa Kebandarudaraan Airport Services

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

Memaksimalkan pelayanan terbaik melalui penyediaan Maximizing the best services by providing a variety of modern
beragam pelayanan jasa terkait bandar udara yang modern airport-related services supported by high-tech facilities is
dengan ditunjang fasilitas berteknologi tinggi adalah Angkasa Pura II’s commitment to embody convenience for
komitmen Angkasa Pura II untuk mewujudkan kenyamanan service users while in the airport environment.
bagi pengguna jasa selama berada di lingkungan bandara.
Angkasa Pura II mengusahakan pelayanan-pelayanan jasa Angkasa Pura II provides services that support the airport
yang menunjang bisnis jasa kebandarudaraan. Pelayanan services business. Airport-related services provided by
jasa terkait bandara udara disediakan oleh Angkasa Pura II Angkasa Pura II aim to support the creation of various aspects

bertujuan untuk mendukung terciptanya aspek keamanan, such as security, safety and comfort for airport service users
keselamatan dan kenyamanan bagi pengguna jasa bandara while in the Airport environment. Airport-related services
selama berada di kawasan Bandara. Pelayanan jasa terkait include: leasing of space, warehouses, land and other
bandar udara tersebut diantaranya: penyewaan ruangan, facilities, activities of concessionaires, vehicles parking,
gudang, lahan dan fasilitas lainnya, kegiatan konsesioner, Airport Pass and the provision of land for buildings, fields and
parkir kendaraan, Pas Bandara dan penyediaan lahan untuk industry as well as buildings related to the smooth running
bangunan, lapangan dan industri serta bangunan yang of air transport.
berhubungan dengan kelancaran angkutan udara.
Pelayanan penunjang lainnya yang juga diupayakan oleh Other supporting services that are also undertaken by
Angkasa Pura II antara lain: pelayanan operasi bandara, Angkasa Pura II, among others are: airport operations
pelayanan penerbangan haji, pelayanan tenaga kerja services, pilgrim flight services, Indonesian worker services,
Indonesia, pelayanan kargo, pelayanan keamanan dan cargo services, airport security and safety services, rescue and
keselamatan bandara, pelayanan pertolongan kecelakaan fire fighting services (RFFS) as well as emergency response
penerbangan dan pemadam kebakaran (PKP-PK) serta services.
pelayanan penanggulangan gawat darurat.
Pelayanan Bandara Airport Services

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

Pelayanan Penerbangan Haji Pilgrim Flight Services

Pelayanan angkutan Jama’ah Haji tahun 2019 secara umum In general, the 2019 pilgrim flight services ran orderly,
berjalan dengan tertib, aman dan lancar berkat komunikasi safely and smoothly due to the good communication and
dan koordinasi yang baik antar instansi terkait antara lain: coordination between the relevant institutions, among
Kementerian Agama, maskapai penerbangan, penyedia jasa others: Ministry of Religious Affairs, Airlines, Ground Handling
ground handling, dan CIQ (custom, imigration, quarantine). Agents, and CIQ (Custom, Immigration, and Quarantine).
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 kargo operating a cargo terminal which began in 2007. Angkasa
yang dimulai sejak tahun 2007. Angkasa Pura II membentuk Pura II established a strategic business unit that manages
unit bisnis strategis yang mengelola pelayanan kargo di cargo services at each managed airport.
setiap bandara yang dikelola.
Dalam rangka memastikan terpenuhinya aspek kelancaran, In order to ensure the fulfillment of aspects of smoothness,
keamanan dan keselamatan operasional pengiriman security and safety of goods shipping operations from
barang dari mulai proses penggudangan sampai dengan the warehousing to flight processes, Angkasa Pura II
penerbangan, Angkasa Pura II melakukan pengawasan supervises the compliance towards applicable procedures
kepatuhan terhadap prosedur dan standar yang berlaku. and standards.

Angkasa Pura II melakukan upaya untuk meningkatkan Angkasa Pura II made efforts to improve the quality of cargo
kualitas pelayanan kargo di bandara-bandara yang dikelola services at managed airports such as increasing the capacity
seperti peningkatan kapasitas pergudangan kargo yang of cargo warehousing that can accommodate increased
dapat menampung peningkatan volume transaksi. transaction volumes.
Keamanan dan Keselamatan Bandara Airport Security and Safety

Angkasa Pura II memiliki komitmen yang tinggi atas terpenuhinya Angkasa Pura II has a high commitment to the fulfillment
aspek keamanan dan keselamatan bandara dari segala bentuk of airport security and safety aspects from all forms of
ancaman dan gangguan yang dapat merugikan penumpang, threats and disruptions that may harm passengers, airport
pengguna jasa bandara maupun perusahaan sendiri. Komitmen services users and the Company itself. The Company’s
perusahaan tersebut diwujudkan dengan adanya penyediaan commitment is manifested by the provision of airport
pelayanan keamanan dan keselamatan bandara. security and safety services.
Angkasa Pura II telah melengkapi bandara-bandara yang Angkasa Pura II has equipped the managed airports with
dikelolanya dengan fasilitas pengamanan yang modern modern and high-tech security facilities ranging from X-Ray
dan berteknologi tinggi mulai dari peralatan X-Ray untuk equipment for luggage and cargo inspection, walk-through
pemeriksaan bagasi dan kargo, walk-through dan handheld and handheld metal detectors, CCTV systems, perimeter
metal detector, sistem CCTV, pagar perimeter dan lain-lain. Pada fencing and others. In the aspect of the quality of human
aspek kualitas sumber daya manusia yang bertanggungjawab capital who are responsible for security and safety in the
atas keamanan dan keselamatan di kawasan bandara, airport area, the Company has provided a variety of training
perusahaan telah memberikan berbagai pelatihan baik yang both knowledge and technical skills in the field. It aims to
bersifat pengetahuan sampai pada keterampilan teknis establish reliable and professional security personnel in
di lapangan. Hal ini bertujuan untuk membentuk personil carrying out operational duties in airport security.
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 sesuai Angkasa Pura II also made additions in accordance with the
dengan kebutuhan dan standar pengamanan berlaku. Terkait applicable security requirements and standards. Regarding
dengan keamanan dan keselamatan bandara, Angkasa airport security and safety, Angkasa Pura II constantly
Pura II juga selalu berkoordinasi dan bekerjasama dengan coordinates and cooperates with the Indonesian National
instansi Kepolisian Republik Indonesia dan Tentara Nasional Police and the Indonesian National Armed Forces (TNI) to
Indonesia (TNI) untuk memberikan pelatihan kepada personil provide training to airport security personnel and to create
pengamanan bandara maupun untuk menciptakan suasana a safe and comfortable airport atmosphere.
bandara yang aman dan nyaman.
Pelayanan Pertolongan Kecelakaan Penerbangan dan Rescue and Fire Fighting Services (RFFS)
Pemadam Kebakaran (PKP-PK)
Angkasa Pura II sangat menyadari dalam pengelolaan bisnis Angkasa Pura II is extremely aware of the fact that the
jasa kebandarudaraan yang berhubungan dengan jasa lalu management of airport services business related to aviation
lintas penerbangan memiliki tingkat risiko yang tinggi. Oleh traffic services has a high level of risk. Therefore, the Company
karena itu, perusahaan mempunyai program pelayanan has established a service program that aims to minimize and
yang bertujuan untuk meminimalisir dan mengantisipasi anticipate the emergence of these risks through the program
munculnya risiko tersebut yaitu melalui program pelayanan of rescue and fire fighting services (RFFS).
pertolongan 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-PK facilities related to RFFS program is in a state of alert and able
dalam kondisi yang siap siaga dan berfungsi secara to function optimally. Efforts made by the Company include
optimal. Upaya yang dilakukan Perseroan perbaikan dan reparation and improvement of facility so as to be complete,
peningkatan kelengkapan fasilitas maupun penggantian atau as well as the replacement and revitalization of RFFS
peremajaan kendaraan operasional PKP-PK antara lain foam operational vehicles, among others, foam tenders, rescue
tender, rescue invention vehicle (rapid car), ambulance dan invention vehicle (rapid car), ambulance and commando
commando car, sesuai dengan ketentuan dan standar yang car, are in accordance with the applicable provisions and
berlaku bagi masing-masing bandara. standards to the respective airports.
Di samping peningkatan kualitas infrastruktur PKP-PK, Besides improving the quality of RFFS infrastructure, Angkasa
Angkasa Pura II juga meningkatkan kapabilitas pelayanan Pura II also improves the capabilities of RFFS services through
PKP-PK melalui pemenuhan kualitas maupun kuantitas the fulfillment of quality and quantity of RFFS personnel.
personil PKP-PK. Dalam rangka pemenuhan kualitas personil In order to meet the quality of RFFS personnel, Angkasa
PKP-PK, Angkasa Pura II bekerjasama dengan instansi Pura II cooperates with several government institutions
pemerintah seperti Dinas Pemadam Kebakaran dengan such as the Fire Department by providing training that can
memberikan pelatihan-pelatihan yang dapat meningkatkan improve the competence of RFFS personnel. In the aspect of
kompetensi personil PKP-PK. Pada aspek kepatuhan compliance with procedures, the Company conducts studies
terhadap prosedur, perusahaan melakukan kajian maupun and assessments to measure the quality of RFFS services in
penilaian untuk mengukur kualitas pelayanan PKP-PK dalam responding to any accidents that occur.
merespon setiap kecelakaan 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 sangat accidents has a very significant impact in preventing or
signifikan dalam mencegah atau meminimalkan timbulnya minimizing the loss of life and material. This readiness
kerugian jiwa maupun material. Kesiapan ini bergantung depends on the airport conditions on the availability of
pada kondisi bandara atas ketersediaan fasilitas yang adequate facilities which are supported by reliable and
memadai, yang didukung oleh personil handal dan terlatih trained personnel to perform emergency response.
dalam melakukan penanggulangan gawat darurat.
Angkasa Pura II melalui layanan penanggulangan gawat Angkasa Pura II through its emergency response services
darurat berupaya untuk memberikan respon yang cepat seeks to provide rapid response on aircraft accidents. To
atas terjadinya kecelakaan pesawat udara. Untuk itu, that end, Angkasa Pura II ensures that all the managed
Angkasa Pura II memastikan bahwa seluruh bandara yang airports have conducted training on emergency response
dikelolanya telah melakukan pelatihan-pelatihan tentang and completed various facilities and supporting elements.
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 Emergency institutions joined in the Airport Emergency Committee
Committee (AEC) sesuai prosedur atau standar dalam Airport (AEC) according to procedures and standards in the Airport
Emergency Plan (AEP). Emergency Plan (AEP).

Pengembangan Bandara Tahun 2019

2019 Airport Developments
Angkasa Pura II berkomitmen untuk memberikan pelayanan Angkasa Pura II is committed to provide services at
di setiap bandara yang dimiliki untuk memenuhi harapan every airport owned to meet stakeholders expectations.
stakeholders. Selama tahun 2019, pengembangan bandara Throughout 2019, airport developments which have been
yang telah dilakukan sebagai berikut: carried out as follows:
8 Maret 2019 | March 8, 2019

1
Peresmian Bandara Radin Inten II Lampung oleh Presiden
Joko Widodo.
Inauguration of Radin Inten II Airport, Lampung by President
Joko Widodo.
14 Maret 2019 | March 14, 2019

2
Peresmian Bandara Depati Amir Pangkalpinang oleh Presiden
Joko Widodo.
Inauguration of Depati Amir Airport, Pangkalpinang by
President Joko Widodo.
20 November 2019 | November 20, 2019

3
Peresmian Gedung Baru Airport Learning Center (ALC) PT
Angkasa Pura II (Persero).
Inauguration of the New Building of Airport Learning Center
(ALC) of PT Angkasa Pura II (Persero).

Wilayah Kerja dan Lokasi Bandara

Working Area and Airport Location
1 8
Bandara Internasional Sultan Bandara Internasional

Iskandar Muda Raja Haji Fisabilillah
Banda Aceh Tanjung Pinang
16
2
Bandara Tjilik Riwut
Bandara Internasional Palangkaraya
10
Kualanamu
Deli Serdang Bandara Internasional
Supadio
7 Pontianak
Bandara Internasional
Sultan Syarif Kasim II
Pekanbaru
3 5 9 12
Bandara Internasional Bandara Sultan Thaha Bandara Depati Amir Bandara Internasional
Silangit Jambi Pangkal Pinang Halim Perdanakusuma
Siborong-borong Jakarta
4 6 11
Bandara Internasional Bandara Internasional Bandara Internasional

Minangkabau Sultan Mahmud Soekarno – Hatta
Padang Badaruddin II Tangerang
Palembang

1 2 3
4 5 6
7 8 9
14
10 11 12
Banyuwangi
Banyuwangi
13 14 15
15
Kertajati
Subang
16
13
Husein Sastranegara
Bandung

Visi, Misi, Budaya dan Falsafah Perusahaan

Vision, Mission, Corporate Values and Philosophy
Visi Angkasa Pura II adalah menjadi bandara dengan konektivitas

tinggi ke banyak kota atau negara dan mempergunakan teknologi
modern yang terintegrasi dalam operasional bandara dan
peningkatan pelayanan penumpang.
Angkasa Pura II’s vision is to be an airport with high connectivity to

many cities or countries and use modern technology integrated in
airport operations and passenger service improvement.
Tahapan Penyusunan Visi, Misi, Tata Nilai dan Formation stages of Vision, Mission, Corporate
Falsafah Perusahaan Values and 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 future business opportunities.
akan datang.
3. Direksi melakukan evaluasi dan identifikasi terhadap 3. The Board of Directors evaluates and identifies the
harapan dan kebutuhan para pemangku kepentingan. expectations and needs of the stakeholders.
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 Nilai stakeholders, the Board of Directors formulated Vision,
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
disampaikan dan dievaluasi oleh Dewan Komisaris then delivered and evaluated by the Board of
yang kemudian ditetapkan dan disepakati bersama Commissioners to be determined and agreed together
oleh Dewan Komisaris dan Direksi. by the Board of Commissioners and Board of Directors.
6. Direksi menetapkan Visi, Misi, Tata Nilai dan 6. The Board of Directors establishes Vision, Mission,
Falsafah Perusahaan di dalam Rencana Jangka Corporate Values and Philosophy in the Company’s
Panjang Perusahaan. Long-Term Plan.

Visi Bandara Terbaik dengan Teknologi yang

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

Misi Kami mendorong seluruh karyawan dan mitra

Mission 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.
1. Memastikan keselamatan dan keamanan sebagai 1. Ensuring safety and security a top priority.
prioritas utama.
2. Menyediakan infrastruktur dan layanan kelas dunia 2. Providing world-class infrastructure and services
untuk mendukung perkembangan ekonomi Indonesia to support Indonesia’s economic development of
melalui konektivitas antar daerah maupun negara. Indonesia through cross-regional connectivity.
3. Memberikan pengalaman perjalanan yang terpercaya, 3. Providing a reliable, consistent and enjoyable travel
konsisten, dan menyenangkan kepada seluruh experience to all customers with modern technology.
pelanggan dengan teknologi modern.
4. Mengembangkan kemitraan untuk melengkapi 4. Developing partnerships to complement ability and
kemampuan dan memperluas penawaran perusahaan expand the company offering.
5. Menjadi BUMN pilihan dan memaksimalkan potensi 5. Become the preferred SOE and maximize the potential
dari setiap karyawan perusahaan. of every company employee .
6. Menjunjung tinggi tanggung jawab sosial perusahaan. 6. Uphold the corporate social responsibility.
Persetujuan Visi Misi Oleh Dewan Komisaris Approval of Vision and Mission by the Board of
dan Direksi Commissioners and Board of Directors
Visi dan Misi Angkasa Pura II telah ditetapkan dalam Angkasa Pura II’s Vision and Mission have been established in
Rencana Jangka Panjang Perusahaan (RJPP) 2016-2020 the Company’s Long Term Plan (RJPP) for 2016-2020 which
yang telah disetujui oleh RUPS, Dewan Komisaris dan has been approved by the GMS, Board of Commissioners and
Direksi Angkasa Pura II. Board of Directors of Angkasa Pura II.

Pernyataan Budaya Perusahaan

Corporate Culture Statement
Pride of Indonesia
We support our country’s development and offer the best Indonesian
experience to the world.
Enterpreneurial
We talk less and do more, we implement new ides fast.
Responsible
We commit personally on delivering results.
Focused
We focus our efforts on what matters the most.
Outstanding Service
We always take the perspective of our customers in everything we do.
Respectful
We treat everyone with respect.
Meritocratic
We recognize and reward achievements.

Struktur Organisasi
Organization Structure
Sesuai dengan Peraturan Direksi PT Angkasa Pura II In accordance with the Board of Directors Regulation of
(Persero) Nomor PD.01.01/09/2019/0045 Tentang Organisasi PT Angkasa Pura II (Persero) No. PD.01.01/09/2019/0045
Perusahaan PT Angkasa Pura II (Persero) sebagaimana concerning Organization Structure of PT Angkasa Pura II
telah diubah terakhir melalui Peraturan Direksi Nomor (Persero) as amended lastly through the Board of Directors
PD.01.01/12/2019/0085, maka struktur organisasi PT Angkasa Regulation No. PD.01.01/12/2019/0085, the organization
Pura II (Persero) adalah sebagaimana bagan di bawah ini: structure of PT Angkasa Pura II (Persero) is as shown below:
Committees Secretary of BOC
President Director
Board of Directors
Muhammad Awaluddin
Vice President Director

Edwin Hidayat Abdullah
Director of Transformation Director of Director of Director of Operation

& Strategic Portfolio Commercial Engineering & Service
Armand Hermawan Daan Achmad Djoko Murjatmodjo Ituk Herarindri
Vice President of Corporate Vice President of Vice President of Airport Vice President of Airport
Corporate Office
Planning Group Commercial Strategy Engineering Development Global Service

Technostructure
Binta Prabasena Bravian Bambang Yudhanto Radityo Ari Purwoko Titi Permatasari
Vice President of Corporate Vice President of Vice President of Airport Vice President of Airport
Development Group Commercial Policy Maintenance Policy Operation Policy
Gautsil Madani Achmad Syahir Mohammad Yusuf Irianto Anthon Martallius
Vice President of Corporate Vice President of Vice President of Engineering Vice President of Operation &
Transformation Group Commercial Performance & Facility Quality Assurance Service Quality Assurance
Eko Wahyudi Muhammad Wasid Stephanus Millyas Wardana Tommy Ariesdianto
Executive General Manager of Executive General Manager of Executive General Manager of Executive General Manager of
Division Office
Adjacent Business Division Commercial Service Division Airport Design Division Airport Operation Division
Yosrizal Syamsuri Dorma Manalu Agus Wialdi Dani Indra Iriawan
Divisional
Executive General Manager of Executive General Manager of Executive General Manager of

Information System Division Airport Construction Division Airport Service Division
Didi Kristianto Muh. Suriawan Wakan Anindita Galuh Wardhani
Executive General Manager of

Airport Maintenance Division
Muhammad Haekal
Subsidiary
Arba/
Branch Offices Subsidiaries

CEO’s Office Vice President of

Operation & Service Audit
Andang Santoso N
Vice President of Infrastructure

& Facility Audit
Senior Vice President of Jon Mukhtar Rita
Internal Audit
Arif Darmawan Vice President of Business
& Supporting Audit
Syamsuddin
Vice President of
Project Audit
Kenny Priani
Director of Director of
Finance Human Capital Vice President of
Bayu Rafisukmawan Ajar Setiadi Corporate Communication
Yado Yarismano
Vice President of Vice President of Human Vice President of Legal

Financial & Logistic Policy Capital Strategy & Compliance
Ahmad Tavid Hardiandika Senior Vice President of Ivone Cleara
Corporate Secretary
Vice President of Assets Vice President of Corporate Deni Krisnowibowo Vice President of Legal Aid &
Management Talent Management Institutional Relation
Bambang Sunarso Irma Yelly -
Vice President of Parenting & BOC Secretariat

Subsidiary Performance Manager
Guntar PM Siahaan Hega Alfiani Dewi
Senior General Manager Senior General Manager of

Vice President of Corporate
of Finance Center Human Capital Center
Safety Management
Mulyadi Muhammad Urrasyidin Senior Vice President of Jaya Tahoma Sirait
Corporate Safety & Risk
Senior General Manager of Senior General Manager of
Achmad Rifai Vice President of Corporate
Community Development Center Airport Learning Center
Risk Management
Amirzal Eko Prihadi
Joko Nugroho Edi
Senior General Manager
of Supply Center
Agus Herlambang
Vice President of Program

Management Office
Adhoc
Doddy Dewayanto

Profil Dewan Komisaris

Board of Commissioners Profile
Iswan Elmi Mujahidin Harpin Ondeh

PH. Komisaris Utama Komisaris Independen
Acting President Commissioner Independent Commissioner
Mohamad Pramintohadi Sukarno Andus Winarno Dodi Iskandar

Komisaris Komisaris Komisaris
Commissioner Commissioner Commissioner

Iswan Elmi
PH. Komisaris Utama dan Komisaris
and Commissioner
Warga Negara Indonesia, usia Indonesian Citizen, 59 years
59 tahun, lahir di Belinyu old, born in Belinyu, January
tanggal 27 Januari 1960. 27th 1960. Based in Bekasi.
Berdomisili di Bekasi.
Riwayat Pendidikan Educational Background

Diploma III Accounting from State Accounting College (1981), Diploma III in Accounting from State Accounting College (1981),
Diploma IV Accounting from State Accounting College (1987), Diploma IV in Accounting from State Accounting College (1987),
dan memperoleh gelar Master in Accounting Science from and obtained his Master in Accounting Science from the
University of Missouri, Amerika Serikat (1991). University of Missouri, United States of America (1991).
Riwayat Jabatan Employment History

1. Dasar Hukum Penunjukan 1. Legal Basis of Appointment
a. Sebagai Komisaris melalui Surat Keputusan a. As Commissioner through SOE Ministerial Decree
Menteri BUMN Nomor SK-217/MBU/10/2014 Tanggal No. SK-217/MBU/10/2014 dated October 17, 2014;
17 Okotber 2014;
b. Sebagai PH Komisaris Utama melalui Keputusan b. As Acting President Commissioner through the
Dewan Komisaris Perusahaan Perseroan (Persero) Company’s Board of Commissioners Decree of PT
PT Angkasa Pura Nomor KEP.01.03/00/11/2019/0406. Angkasa Pura No. KEP.01.03/00/11/2019/0406.
2. Pengalaman Kerja 2. Job Experience
Kepala Sub Direktorat Investigasi Instansi Pemerintah Sub-Directorate Head of Investigation of Local Government
Daerah Deputi Bidang Investigasi BPKP (2000-2004), Institutions of Indonesia’s National Government Internal
Manager Komponen Anti Korupsi BPKP (2002-2004), Auditor (BPKP) Investigation Department (2000-2004),
Direktur Penyelidikan KPK (2005-2011), Deputi Bidang Manager of BPKP Anti-Corruption Components (2002-
Pencegahan KPK (2012-2014), dan Deputi Bidang 2004), Director of Investigation of Corruption Eradication
Investigasi BPKP (2016-sekarang). Commission (KPK) (2005-2011), Deputy for Prevention of KPK
(2012-2014), and Deputy for Investigation of BPKP (2016-now).
Pendidikan dan Pelatihan Education and Training

Telah mengikuti training dan memiliki keahlian profesional He has participated training and has the professional expertise
Akuntan, Certified Fraud Examiner (CFE), Ikatan Akuntan of Accountants, Certified Fraud Examiner (CFE), Institute of
Indonesia (IAI), Association for Certified Fraud Examiner Indonesia Chartered Accountants (IAI), Association for Certified
(ACFE), dan International Association for Accounting Fraud Examiners (ACFE), and International Association for
Education Education & Research (IAAER), The Institute of Accounting Education & Research (IAAER), the Institute of
Internal Auditor Canada National Conference Canada 2016, Internal Auditor Canada, 2016 National Conference Canada,
Frauditing, Sydney IIA (The Institute of Internal Auditor) 2017. Frauditing, Sydney IIA (The Institute of Internal Auditor) 2017.
Hubungan Afilasi Affiliation Relationships

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

Mujahidin Harpin Ondeh

Komisaris Independen
Independent Commissioner
63 tahun, lahir di Gorontalo old, born in Gorontalo,
tanggal 10 November 1956. November 10th, 1956 . Based
Berdomisili di Bekasi. in Bekasi.

Pendidikan militer AKABRI Bagian Udara (1981), SESKOAU Air Force Military Education at the Indonesian Armed Forces
(1995), dan SESKO TNI (2005), S1 Hukum STHI Gorontalo (2009). Academy (1981), Indonesian Air Force Command and Staff College
(SESKOAU - 1995), Indonesian Military Staff and Command College
(SESKO TNI - 2005), Bachelor of Law at STHI Gorontalo (2009).

a. Sebagai Komisaris melalui Keputusan Menteri BUMN a. As Commissioner through SOE Ministerial Decree No.
Nomor SK-86/MBU/06/2015 Tanggal 8 Juni 2015; SK-86/MBU/06/2015 dated June 8, 2015;
b. Sebagai Komisaris Independen melalui Keputusan b. As Independent Commissioner through SOE
Menteri BUMN Nomor SK-45/MBU/02/2018 Tanggal Ministerial Decree No. SK-45/MBU/02/2018 dated
19 Februari 2018. February 19, 2018.
Danpuslat Kodiklat TNI (2012-2013), Komandan Korphaskas Training center commander of the Indonesian Army Doctrine,
(2013-2014), Vice President Security & Risk Management PT Education and Training Development Command of the
Freeport Indonesia (2015). Dan riwayat penugasan luar Indonesian National Armed Forces (Danpuslat Kodiklat
negeri sebagai United Nation Mission Observer di Iran TNI, 2012-2013), Specialized Force Corps Commander
dan Iraq (1989-1990), Penugasan Operasi, Pendidikan, (Korpaskhas, 2013-2014), Vice President of Security & Risk
dan Latihan di Amerika Serikat, Eropa, Australia, dan Asia Management of PT Freeport Indonesia (2015). And several
(2000-2014). history of overseas assignments as the United Nation Mission
Observer in Iran and Iraq (1989-1990), Operations, Education
and Training Assignments in the United States of America,
Europe, Australia, and Asia (2000-2014).

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

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

Mohamad Pramintohadi Sukarno

Komisaris
Commissioner
Warga Negara Indonesia, Indonesian Citizen, 56 years
usia 56 tahun, lahir di Daerah old, born in Special Region of
Istimewa Yogyakarta tanggal Yogyakarta, May 21st, 1963.
21 Mei 1963.

Sarjana (S1) Teknik Sipil di Institut Teknologi Sepuluh Bachelor of Civil Engineering at Institute Teknologi Sepuluh
November, Surabaya. November, Surabaya.

Keputusan Menteri BUMN Nomor SK-45/MBU/02/2018 SOE Ministerial Decree No. SK-45/MBU/02/2018 dated
Tanggal 19 Februari 2018. February 19, 2018.
Pernah menjabat sebagai Kasi Mutu Tanah (1999-2002), He once served as Section Head of Land Quality (1999-2002),
Kasi Kerjasama & Jaringan Fasilitas Bandara (2002-2005) Section Head of Cooperation & Airport Facilities Network
Dirjen Perhubungan, Kabid Ketertiban Adban Juanda (2002-2005) of the Directorate General of Transportation,
Surabaya (2005-2007), Atase Perhubungan KBRI Kanada Division Head of Order at Adban Juanda Surabaya (2005-
(2007-2011), Kabag. TU Kantor Otoritas Bandar Udara 2007), Transportation Attache of the Indonesian Embassy
Wilayah I Kelas Utama Soetta (2011-2013), Kepala Kantor in Canada (2007-2011), Division Head of Administration at
Otoritas Bandara Wilayah II (2013-2014), Kepala Kantor Airport Authority Office of Priority Class of Soekarno Hatta
Otoritas Bandara Wilayah III Bandar Udara Kelas I Juanda Regional I (2011-2013), Head of Airport Authority Office of
Surabaya (2014-2015), Kepala Kantor Otoritas Bandara Regional II (2013-2014), Head of Airport Authority Office of First
Wilayah V Kelas I Hasanuddin Makassar (2015), Kepala Class of Juanda Airport Regional III, Surabaya (2014-2015),
Pusat Penelitian dan Pengembangan Perhubungan Udara Head of Airport Authority Office of First Class of Hasanuddin
(2015), Sekretaris Direktorat Jenderal Perhubungan Makassar Regional V (2015), Head of the Research and
Udara (2015-2016). Development Center for Air Transportation (2015), Secretary
to the Directorate General of Air Transportation (2015-2016).

Pernah mengikuti pelatihan dan workshop disejumlah He has participated training and workshops in a number of
negara seperti Filipina, Perancis, Belanda, Inggris, Training countries such as the Philippines, France, Netherlands, United
P3 di Amerika Serikat, Jepang, ICAO Assembly dan The 28th Kingdom, P3 Training in the United States of America, Japan,
Section Of The ICAO Assembly di Kanada, D-8 Meeting ABUJA ICAO Assembly and the 28th Section of the ICAO Assembly in
di Nigeria, dan Cina. Canada, D-8 ABUJA Meeting in Nigeria, and China.


Andus Winarno
Komisaris
Commissioner
Warga Negara Indonesia, usia Indonesian Citizen, 48 years old,
48 tahun, lahir di Gombong born in Gombong, September
tanggal 14 September 1971. 14th, 1971.

S1 di Universitas Merdeka, Malang (1994), dan menyelesaikan Undergraduate at University of Merdeka, Malang (1994), and
Magister Hukum di Universitas Indonesia, Jakarta (2012). completed his Master of Law at the University of Indonesia
(2012, Jakarta).

Tanggal 1 Februari 2019. February 1, 2019.
Kepala Sub bidang Perencanaan Usaha Prasarana Subdivision Head of Transportation Infrastructure Business
Perhubungan (2002-2006), Kepala Sub Bidang Planning (2002-2006), Subdivision Head of SOE Assets
Inventarisasi Kekayaan BUMN (2006-2010), Kepala Inventory (2006-2010), Division Head of Infrastructure
Bidang Usaha Infrastruktur dan Logistik IIb (2010-2013), and Logistics Business IIb (2010-2013), Secretary to the
Sekretaris Dekom PT Bank Mandiri (Persero) Tbk (2010- Board of Commissioners of PT Bank Mandiri (Persero) Tbk
2015), Kabid Usaha Industri Primer IIIb (2013-2014), (2010-2015), Division Head of Primary Industrial Business
Kepala Bidang Kebijakan SDM Eksekutif BUMN (2014- IIIb (2013-2014), Division Head of SOE Executive HR Policy
2015), Kepala Bidang Kebijakan Sumber Daya Manusia (2014-2015), Division Head of SOE Executive Human
Eksekutif BUMN (2015-2016), Komisaris PT Kereta Api Resources Policy (2015-2016), Commissioner of PT Kereta
Indonesia (2017-2019), Asisten Deputi Data dan Teknologi Api Indonesia (2017-2019), Deputy Assistant for Data and
Informasi (2016-2019), Asisten Deputi Manajemen SDM Information Technology (2016-2019), Deputy Assistant of
Eksekutif BUMN (2019-Sekarang). SOE Executive HR Management (2019-now).


Dodi Iskandar
Komisaris
Commissioner
59 tahun, lahir tanggal 24 old, born in January 24th 1960.
Januari 1960.

Menyelesaikan pendidikan formal Diploma IV Akuntansi- Completed formal education of Diploma IV in Accounting -
STAN (1990), dan pendidikan S2 di University of Colorado, STAN (1990), and Postgraduate education at the University
Amerika Serikat (1994). of Colorado, United States of America (1994).

tanggal 11 Februari 2019. February 11, 2019.
Komite Audit PT Pusri (2004 - 2018), Sekretaris Badan Audit Committee of PT Pusri (2004-2018), Secretary to
Pendidikan dan Pelatihan Keuangan (2008-2013), the Financial Education and Training Agency (2008-2013),
Direktur Bank Milik Negara, Direktorat Jenderal Kekayaan Director of the State-Owned Bank, Directorate General
Negara (2013), Komisaris PT Perkebunan Nusantara VII of State Assets (2013), Commissioner of PT Perkebunan
(2014-2019), Sekretaris Direktorat Jenderal Kekayaan Nusantara VII (2014-2019), Secretary to the Directorate
Negara (2013-sekarang). General of State Assets (2013-now).


Profil Direksi
Board of Directors Profile
Muhammad Awaluddin Edwin Hidayat Daan Achmad Djoko Murjatmodjo

Direktur Utama Wakil Direktur Utama Direktur Komersial Direktur Teknik
President Director Vice President Director Director of Commercial Director of Engineering
Bayu Rafisukmawan Ituk Herarindri Ajar Setiadi Armand Hermawan

Direktur Keuangan Direktur Operasi & Pelayanan Direktur Human Capital Direktur Transformasi &
Director of Finance Director of Operations & Services Director of Human Capital Portofolio Strategis
Director of Transformation &
Strategic Portfolio

Muhammad Awaluddin
Direktur Utama
President Director
usia 51 tahun, lahir di old, born in Jakarta, January
Jakarta tanggal 15 Januari 15th 1968. Based in South
1968. Berdomisili di Jakarta.
Jakarta Selatan.

1. S1 Sarjana Teknik Elektro Universitas Sriwijaya (1990) 1. Bachelor Degree in Electrical Engineering from
Sriwijaya University (1990)
2. S2 Master of Business Administration European 2. Master Degree in Business Administration from
University (1998) European University (1998)
3. S3 Doktor Ilmu Manajemen Universitas Padjajaran 3. Doctoral Degree in Management Science from
(2016) Padjajaran University (2016)

Salinan Keputusan Menteri BUMN selaku RUPS Copy of the SOE Ministerial Decree as the Company’s
Pemegang Saham PT Angkasa Pura II Nomor SK-227/ General Meeting of Shareholders of PT AP II No. SK-227/
MBU/09/2016. MBU/09/2016.
Direktur Enterprise & Business Service di PT Telkom Director of Enterprise & Business Service at PT Telkom
Indonesia Tbk (2012 - 2016) dimana sebelumnya adalah Indonesia Tbk (2012-2016) where previously he was the
Direktur Utama PT Infomedia Nusantara (2010 – 2012). President Director of PT Infomedia Nusantara (2010-
Executive General Manager Divisi Akses, Executive 2012). Executive General Manager of the Access Division,
General Manager Divisi Regional 1 Sumatera di Executive General Manager of Regional 1 Sumatra
PT Telkom Indonesia Tbk (2007 – 2010) dan Vice President Division at PT Telkom Indonesia Tbk (2007-2010) and
Public & Marketing Communication Telkom di PT Telkom Vice President of Public & Marketing Communication at
Indonesia Tbk (2005 – 2007). Sejak September tahun PT Telkom Indonesia Tbk (2005-2007). Since September
2016, Awaluddin diangkat sebagai Direktur Utama PT 2016, Awaluddin was appointed as the President Director
Angkasa Pura II (Persero). of PT Angkasa Pura II (Persero).
3. Jabatan Rangkap 3. Concurrent Positions
a. Komisaris Utama PT Angkasa Pura Solusi a. President Commissioner of PT Angkasa Pura Solusi
(Februari 2017–sekarang); (February 2017–now);
b. Komisaris Utama PT Angkasa Pura Kargo b. President Commissioner of PT Angkasa Pura Kargo
(Februari 2017–sekarang). (February 2017–now).


Edwin Hidayat
Wakil Direktur Utama
Warga Negara Indonesia, usia Indonesian Citizen, 48
48 tahun, lahir di Jakarta years old, born in Jakarta,
tanggal 28 April 1971. April 28th 1971.

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

Keputusan Menteri BUMN selaku Rapat Umum Pemegang SOE Ministerial Decree as the Company’s General Meeting
Saham Perusahaan Perseroan PT Angkasa Pura II Nomor of Shareholders of PT Angkasa Pura II No. SK-271/
SK-271/MBU/11/2019 tanggal 18 November 2019. MBU/11/2019 dated November 18, 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 of
Komisaris PT Pertamina (Persero), hingga Komisaris PT PT Pertamina (Persero), and Commissioner of PT
Telekomunikasi Selular (Telkomsel). Telekomunikasi Selular (Telkomsel).


Daan Achmad
Direktur Komersial
Director of Commercial
usia 60 tahun, lahir di Medan old, born in Medan, February
tanggal 6 Februari 1959. 6th 1959. Based in Bekasi.
Berdomisili di Bekasi.

S1 Ekonomi Perusahaan, Universitas Islam Indonesia (1976- Bachelor Degree in Corporate Economics from Universitas Islam
1983). S2 Air Transportation Business Joint Programme Indonesia (1976-1983). Master Degree in Airport Transportation
University of Indonesia and Massachusetts Institute of Business, Joint Programme of the University of Indonesia
Technology (1993-1995). and Massachusetts Institute of Technology (1993-1995).

Surat Keputusan Menteri BUMN selaku Pemegang Saham SOE Ministerial Decree as Shareholders No: SK-08/
Nomor: SK-08/MBU/01/2015 tanggal 15 Januari 2015. MBU/01/2015 dated January 15, 2015.
Mengawali karirnya di PT Garuda Indonesia sebagai Began career in PT Garuda Indonesia as an IT Programmer
IT Programmer untuk sistem keuangan (1986-1988), for the financial system (1986-1988), Financial System
Financial System Supervisor (1988-1990), System Analyst Supervisor (1988-1990), System Analyst (1990-1991),
(1990-1991), Electronic Data Processing Coordinator Electronic Data Processing Coordinator General Ledger
General Ledger Project Garuda Indonesia (1992-1993), Project of Garuda Indonesia (1992-1993), Manager of
Manager Accounting Systems/Procedure (1994-1995), Accounting Systems/Procedures (1994-1995), OAA (Orient
Financial System Expert OAA (Orient Airline Association) Airline Association) Financial System Expert Manila
Manila Philipines (1995-1996), Vice President Financial Philippines (1995-1996), Vice President of Garuda Indonesia
System and Procedure Garuda Indonesia (1996- Financial System and Procedures (1996-1998), Chairman
1998), Chairman Refinancing Team Garuda Indonesia of Garuda Indonesia Refinancing Team (1997-1998),
(1997-1998), Vice President Budget and Management Vice President of Budget and Management Information
Information System Garuda Indonesia (1998-2000), System of Garuda Indonesia (1998-2000), Vice President
Vice President Information Technology Garuda of Information Technology of Garuda Indonesia (2000-
Indonesia (2000-2002), Vice President Human Resources 2002), Vice President of Human Resources Management
Management PT Garuda Indonesia (2003-2005), Corporate of PT Garuda Indonesia (2003-2005), Corporate Expert
Expert Garuda Indonesia (2005-2013), Vice Chairman The of Garuda Indonesia (2005 -2013), Vice Chairman of The
President Airplane Team of The Republic of Indonesia President of the Airplane Team of The Republic of Indonesia
(2010), Direktur PT Angkasa Pura I (Persero) membidangi (2010), Director of PT Angkasa Pura I (Persero) in charge of
Personalia dan Umum (2013-2015). Personnel and General Affairs (2013-2015).


Djoko Murjatmodjo
Direktur Teknik
Director of Engineering
53 tahun, lahir di Yogyakarta old, born in Yogyakarta,
tanggal 27 September 1956. September 27th 1956. Based
Berdomisili di Tangerang. in Tangerang.

Sarjana Teknik Sipil, Universitas Gadjah Mada (1982). Bachelor Degree in Civil Engineering from Gadjah Mada
University (1982).

Surat Keputusan Menteri BUMN selaku Pemegang Saham SOE Ministerial Decree as Shareholders No: SK-08/
Nomor: SK-08/MBU/01/2015 tanggal 15 Januari 2015. MBU/01/2015 dated January 15, 2015.
Pernah menjabat sebagai Sekretaris Direktorat Jenderal Once served as Secretary of the Directorate General of
Perhubungan Udara (2014-2015), Direktur Angkutan Civil Aviation (2014-2015), Director of Air Transportation,
Udara, Direktorat Jenderal Perhubungan Udara (2012- Directorate General of Civil Aviation (2012-2014), Head of
2014), Kasubdit Pengembangan & Pembinaan Usaha Sub-Directorate for Air Transport Business Development
Angkutan Udara, Direktorat Jendral Perhubungan & Guidance, Directorate General of Civil Aviation
Udara (2002-2012), Kasubdit Pengembangan & (2002-2012), Head of Airport Business Development &
Pembinaan Usaha Bandar Udara – DJPU (2002), Kasubag Development - DJPU (2002), Head of Data Collection
Pengumpulan & Pengelolaan Data, Direktorat Jenderal & Management, Directorate General of Civil Aviation
Perhubungan Udara (1999-2002), Kasubag Analisis dan (1999-2002), Head of Analysis and Evaluation Section,
Evaluasi, Direktorat Jenderal Perhubungan Udara (1992- Directorate General of Civil Aviation (1992-1999),
1999), Teknisi pada Direktorat Teknik Bandar Udara, Technician at the Directorate of Airport Engineering,
Direktorat Jenderal Perhubungan Udara (1983-1992). Directorate General of Civil Aviation (1983 -1992).


Ituk Herarindri
Direktur Operasi & Pelayanan
Director of Operations & Services
54 tahun, lahir di Yogyakarta old, born in Yogyakarta,
tanggal 15 Agustus 1965. August 15th 1965. Based in
Berdomisili di Jakarta Barat. West Jakarta.

Sarjana Ekonomi di Universitas Surabaya (UBAYA). Bachelor Degree in Economics from Universitas Surabaya
(UBAYA).

Surat Keputusan Menteri BUMN selaku Pemegang SOE Ministerial Decree as Shareholders No: SK-08/
Saham PT Angkasa Pura II Nomor: SK-08/MBU/01/2015 MBU/01/2015 dated January 15, 2015.
tanggal 15 Januari 2015.
Selama karirnya pernah menjabat sebagai Assistant Throughout her career, she once served as Assistant
Account Officer (AAO) di Bank Niaga (1991-1994). Vice Account Officer (AAO) at Bank Niaga (1991-1994). Vice
Chairman Orca Diving School (1994-1996). Supervisior Chairman of Orca Diving School (1994-1996). Supervisor
Walk In Services, VIP Call Center, Customer Retention PT of Walk-In Services, VIP Call Center, Customers Retention
Satelit Palapa Indonesia (1996-2002). Manager Revenue of PT Satelit Palapa Indonesia (1996-2002). Manager
Assurance PT Satelit Palapa Indonesia (2002-2005). Revenue Assurance at PT Satelit Palapa Indonesia (2002-
Branch Manager Tangerang, Jakarta Barat & Pusat, PT 2005). Branch Manager of Tangerang, West & Central
Indosat Tbk. (2005-2007). Manager Training Operation Jakarta, of PT Indosat Tbk. (2005-2007). Manager of
- Group Human Capital Management (HCM) PT Indosat Training Operation - Human Capital Management (HCM)
Tbk (2007-2009). Head of Internal Communication/Corp. Group at PT Indosat Tbk (2007-2009). Head of Internal
Comm PT Indosat Tbk (2009-2011). Managing Director PT Communication/Corp. Comm at PT Indosat Tbk (2009-
Inasti Mitra Solusi (2011-2014), Advisor of Commercial 2011). Managing Director at PT Inasti Mitra Solusi (2011-
Director PT Kereta Api Indonesia (2012-2014) dan Vice 2014), Advisor of Commercial Director at PT Kereta Api
President of Customer Care PT Kereta Api Indonesia Indonesia (2012-2014) and Vice President of Customer
(2014-2015). Care at PT Kereta Api Indonesia (2014-2015).


Bayu Rafisukmawan
Direktur Keuangan
Director of Finance
48 tahun, lahir di Bandung old, born in Bandung, January
tanggal 24 Januari 1971. 24th 1971.

Pendidikan terakhir ialah S2 - MBA in Finance, dan M.Sc His last education was Postgraduate - MBA in Finance, and
Computer & Information Sciences di Cleveland State M.Sc in Computer & Information Sciences at Cleveland State
University, USA. University, USA.

Keputusan Menteri BUMN Nomor: SK-188/MBU/08/2019 SOE Ministerial Decree No. SK-188/MBU/08/2019 dated
tanggal 2 Agustus 2019. August 2, 2019.
Sebelum menjabat sebagai Direktur Keuangan, pernah Before serving as the Director of Finance, he served
menjabat sebagai Direktur Keuangan dan Administrasi di as the Director of Finance and Administration at PT.
PT. Sarinah (Persero) (2017-2019), Senior Vice President, Sarinah (Persero) (2017-2019), Senior Vice President,
Head of SOE dan Shariah Global Banking di Maybank Head of SOE and Shariah Global Banking at Maybank
Indonesia (2013-2017), Senior Vice President, HSBC Indonesia (2013-2017), Senior Vice President, HSBC
Amanah Corporate Banking di HSBC Jakarta (2011-2013), Amanah Corporate Banking at HSBC Jakarta (2011-2013),
Vice President, Corporate Product Proposition di HSBC Vice President, Corporate Product Proposition at HSBC
Jakarta (2009-2011), Vice President, Business Analytics Jakarta (2009-2011), Vice President, Business Analytics
& Strategy Implementation di HSBC Jakarta (2007-2009), & Strategy Implementation at HSBC Jakarta (2007-2009),
Corporate Planning Head di PT. Permodalan Nasional Corporate Planning Head at PT. Permodalan Nasional
Madani (Persero) (2006-2007), Information Technology Madani (Persero) (2006-2007), Information Technology
Dept. Head di PT. Permodalan Nasional Madani (Persero) Department Head at PT. Permodalan Nasional Madani
(2002-2006), Project Development Assistant Manager di (Persero) (2002-2006), Project Development Assistant
PT Bank Universal Tbk (2001-2002), Financial Information Manager at PT Bank Universal Tbk (2001-2002), Financial
System Specialist di Merril Lynch - Cleveland, Ohio (2000- Information System Specialist at Merril Lynch - Cleveland,
2001), Project/System Analyst di Andersen Consulting Ohio (2000-2001), Project/System Analyst at Andersen
(Accenture) - Cleveland, Ohio (1998-2000). Consulting (Accenture) - Cleveland, Ohio (1998-2000).


Ajar Setiadi
Direktur Human Capital
Director of Human Capital
Warga Negara Indonesia, Indonesian Citizen, 52
usia 52 tahun, lahir di Daerah years old, born in Special
Istimewa Yogyakarta tanggal Region of Yogyakarta,
25 November 1967. November 25th 1967.

Menyelesaikan pendidikan di Universitas Gadjah Mada Graduated from Gadjah Mada University majoring in
jurusan Fisika Nuklir dan melanjutkan pendidikan pasca Nuclear Physics and continued postgraduate education in
sarjana dalam bidang Ekonomi Pembangunan. Development Economics.

Sebelumnya beliau menjabat sebagai Direktur Finance Previously, he served as the Director of Finance & Support
& Support di PT Perusahaan Pengelola Aset, sempat at PT Perusahaan Pengelola Aset, once served as GM of
menjabat sebagai GM SDM & Umum PT Perusahaan HR & General Affairs of PT Perusahaan Pengelola Aset
Pengelola Aset dan pernah juga berkarir di BPPN, PT KIA and had also worked at BPPN, PT KIA Timor Motor and
Timor Motor serta PT Astra Daihatsu Motor. PT Astra Daihatsu Motor.


Armand Hermawan
Direktur Transformasi & Portofolio Strategis
Director of Transformation & Strategic Portfolio
Warga Negara Indonesia, Indonesian Citizen, 52
usia 52 tahun. years old.

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

Sebelum menjabat sebagai Direktur Transformasi & Before serving as the Director of Transformation &
Portfolio Strategis, menjabat sebagai Direktur Utama Strategic Portfolio, he was the President Director of PT
PT Penjaminan Infrastruktur Indonesia (Persero/PT PII) Penjaminan Infrastruktur Indonesia (Persero/PT PII) - SOE
- BUMN di bawah Kementerian Keuangan RI - hingga 25 under the Ministry of Finance of the Republic of Indonesia
Agustus 2019. Hingga 2019, proyek infrastruktur yg telah - until August 25, 2019. Until 2019, infrastructure projects
dijamin baik skema Public Private Partnership (PPP) that have been guaranteed both using schemes of Public
dan Credit Guarantee senilah lebih dari Rp200 Triliun. Private Partnership (PPP) and Credit Guarantee worth
Karenanya PT PII dinobatkan menjadi The Best Asia PPP more than Rp200 trillion. Therefore, PT PII has been
of the year 2019. named The Best Asia PPP of the year 2019.
Sebelumnya, Armand menjalani kehidupan profesionalnya Previously, Armand lived his professional life at a
di perusahaan telekomunikasi PT Indosat, Tbk, dengan telecommunication company, PT Indosat Tbk, with
jabatan Chief of Controller. Selama itu, ia dipercaya untuk the position of Chief of Controller. During this time, he
memimpin transaksi M&A. Selama memimpin divisi was trusted to lead M&A transactions. While leading the
strategi perusahaan, Indosat terpilih sebagai perusahaan corporate strategy division, Indosat was selected as the
dengan the Best Strategy oleh Asia Money. Company with the Best Strategy by Asia Money.


Daftar Nama Organ Pendukung Dewan Komisaris

List of Name for the Supporting Organs of the Board of Commissioners
Nama Jabatan
No.
Name Position
1. M. Harpin Ondeh Ketua Komite Audit

Chairman of the Audit Committee
2. Andus Winarno Wakil Ketua Komite Audit

Vice Chairman of the Audit Committee
3. Dodi Iskandar Wakil Ketua Komite Audit

Vice Chairman of the Audit Committee
4. Irwanda Wisnu Wardhana Anggota Komite Audit

Member of the Audit Committee
5. Dewi Hanggraeni Anggota Komite Audit

Member of the Audit Committee
6. Iswan Elmi Ketua Komite MRS

Chairman of the MRS Committee
7. M. Pramintohadi Sukarno Wakil Ketua Komite MRS

Vice Chairman of the MRS Committee
8. Muhammad Romli Anggota Komite MRS

Member of the MRS Committee
9. Lailly Prihatiningtyas Anggota Komite MRS

Member of the MRS Committee
Daftar Nama Pejabat Satu Level di Bawah Direksi

Name List of Officials One Level Below the Board of Directors
Nama Jabatan
No.
Name Position
1. Deni Krisnowibowo Senior Vice President of Corporate Secretary
2. Arif Darmawan Senior Vice President of Internal Audit
3. Achmad Rifai Senior Vice President of Corporate Safety & Risk

Nama Jabatan
No.
Name Position
4. Doddy Dewayanto Vice President of Program Management Office
5. Binta Prabasena Vice President of Corporate Planning Group
6. Gautsil Madani Vice President of Corporate Development Group
7. Eko Wahyudi Vice President of Corporate Transformation Group
8. Yosrizal Syamsuri Executive General Manager of Adjacent

Business Division
9. Didi Kristianto Executive General Manager of Information

System Division
10. Bravian Bambang Yudhanto Vice President of Commercial Strategy
11. Achmad Syahir Vice President of Commercial Policy
12. Muhamad Wasid Vice President of Commercial Performance
13. Dorma Manalu Executive General Manager of Commercial

Service Division
14. Radityo Ari Purwoko Vice President of Airport Engineering Development
15. Mohammad Yusuf Irianto Vice President of Airport Maintenance Policy
16. Stephanus Millyas Wardana Vice President of Engineering & Facility Quality Assurance
17. Agus Wialdi Executive General Manager of Airport Design Division
18. Muh. Suriawan Wakan Executive General Manager of Airport Construction Division
19. Muhammad Haekal Executive General Manager of Airport Maintenance Division
20. Titi Permatasari Vice President of Airport Global Service
21. Anthon Martallius Vice President of Airport Operation Policy

Nama Jabatan
No.
Name Position
22. Tommy Ariesdianto Vice President of Operation & Service Quality Assurance
23. Dani Indra Iriawan Executive General Manager of Airport Operation Division
24. Anindita Galuh Wardhani Executive General Manager of Airport Service Division
25. Ahmad Tavid Vice President of Financial & Logistic Policy
26. Bambang Sunarso Vice President of Assets Management
27. Guntar PM Siahaan Vice President of Parenting & Subsidiary Performance
28. Mulyadi Senior General Manager of Finance Center
29. Amirzal Senior General Manager of Community Development Center
30. Agus Herlambang Senior General Manager of Supply Center
31. Hardiandika Vice President of Human Capital Strategy
32. Irma Yelly Vice President of Corporate Talent Management
33. Muhammad Urrasyidin Senior General Manager of Human Capital Center
34. Eko Prihadi Senior General Manager of Airport Learning Center
35. Andang Santoso N Vice President of Operation & Service Audit
36. Jon Mukhtar Rita Vice President of Infrastructure & Facility Audit
37. Syamsuddin Vice President of Business & Supporting Audit
38. Kenny Priani Vice President of Project Audit
39. Yado Yarismano Vice President of Corporate Communication

Nama Jabatan
No.
Name Position
40. Ivone Cleara Vice President of Legal & Compliance
41. - Vice President of Legal Aid & Institutional Relation
42. Hega Alfiani Dewi BOC Secretariat Manager
43. Jaya Tahoma Sirait Vice President of Corporate Safety Management
44. Joko Nugroho Edi Vice President of Corporate Risk Management

Profil Sumber Daya Manusia

Human Capital Profile
Untuk mendukung pertumbuhan perusahaan yang To support the Company’s sustainable growth, Angkasa Pura
berkelanjutan, saat ini Angkasa Pura II berusaha II is currently trying to optimize the utilization of existing
mengoptimalisasi pendayagunaan SDM yang ada. Jumlah Human Capital. In 2019, the number of employees reached
karyawan pada tahun 2019 mencapai 5.534 orang. 5,534 people.
Komposisi SDM Berdasarkan Status Kepegawaian

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

HC Composition Based on Gender
Jenis Kelamin
2019 2018 2017 2016
Gender
Pria | Male 4.478 4.387 4.120 4.324
Wanita | Female 1.056 1.013 968 1.003
Jumlah | Total 5.534 5.400 5.088 5.327
Komposisi SDM Berdasarkan Usia

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

Komposisi SDM Berdasarkan Pendidikan

HC Composition Based on Education Level
Tingkat Pendidikan
2019 2018 2017 2016
Education Level
Pasca Sarjana | Postgraduate 87 46 42 45
Sarjana | Undergraduate 1.434 1.068 986 937
Diploma | Diploma 1.311 1.418 1.398 1.526
<SMA | <Senior High School 2.702 2.868 2.662 2.819
Jumlah | Total 5.534 5.400 5.088 5.327
Komposisi SDM Berdasarkan Jabatan

HR Composition Based on Position
Jabatan
2019 2018 2017 2016
Position
Manajerial | Managerial 851 903 691 851
Operasional | Operational 3.671 3.602 3.414 3.589
Administrasi | Administration 1.012 895 983 887
Jumlah | Total 5.534 5.400 5.088 5.327
Komposisi SDM Berdasarkan Work Level

HR Composition Based on Work Level
Work Level
2019 2018 2017 2016
Work Level
Kelas 21 | Grade 21 7 4 4 5
Kelas 20 | Grade 20 6 5 5 5
Kelas 19 | Grade 19 40 42 38 37
Kelas 18 | Grade 18 30 18 24 25
Kelas 17 | Grade 17 28 30 11 9
Kelas 16 | Grade 16 208 166 188 207
Kelas 15 | Grade 15 47 74 35 26
Kelas 14 | Grade 14 539 431 443 481

Work Level
2019 2018 2017 2016
Work Level
Kelas 13 | Grade 13 52 105 58 57
Kelas 12 | Grade 12 652 546 334 270
Kelas 11 | Grade 11 980 978 840 715
Kelas 10 | Grade 10 1.150 1.047 1.048 1.134
Kelas 09 | Grade 09 825 828 795 885
Kelas 08 | Grade 08 948 744 1.087 816
Kelas 07 | Grade 07 17 328 169 648
Kelas 06 | Grade 06 5 8 9 7
Jumlah | Total 5.534 5.400 5.088 5.327
Komposisi SDM Berdasarkan Masa Kerja

HR Composition Based on Years of Service
Masa Kerja
2019 2018 2017 2016
Years of Service
< 5 tahun | < 5 years 2.482 3.235 2.805 3.206
6-10 tahun | 6-10 years 1.707 740 846 605
11-15 tahun | 11-15 years 469 435 498 390
16-20 tahun | 16-20 years 217 232 1722 123
21-25 tahun | 21-25 years 171 211 425 617
26-30 tahun | 26-30 years 362 367 185 121
> 30 tahun | >30 years 126 180 235 265
Jumlah | Total 5.534 5.400 5.088 5.327

Pengembangan SDM
HC Development
Pengembangan SDM merupakan salah satu strategi perusahaan HC development is one of the Company’s strategies in
dalam mengembangkan karyawannya yang mana merupakan developing its employees which are assets for the Company.
aset bagi perusahaan tersebut. Manajemen Angkasa Pura II The management of Angkasa Pura II also focuses on
pun berfokus untuk meningkatkan kemampuan dan kinerja improving the ability and performance of employees to
karyawan demi tercapainya tujuan Perseroan melalui program achieve the Company’s objectives through good learning &
learning & development yang baik yang dilaksanakan oleh Unit development programs which are carried out by the Airport
Airport Learning Center. Selama tahun 2019, Pelatihan yang Learning Center Unit. Throughout 2019, has been carried out
telah dilakukan sebagai berikut: training as follows:
Tabel Jumlah Inhouse dan Public Training Table Number of In-house and Public Training
Dari sisi jumlah training, selama tahun 2019 telah In terms of the number of training, throughout 2019 was held
diselenggarakan pelatihan dalam bentuk Inhouse Training training in the form of In-house Training and Public Training
dan Public Training sebagai berikut: as follows:
Keterangan Jumlah Training Jumlah Peserta (orang)

No.
Description Number of Training Number of Participants (people)
1. In-house Training 126 3.172
2. Public Training 138 325
3. Formal 6 83
Nama Program Tujuan Program Peserta

No.
Program Name Program Objective Participant
1. Pre-Services Memberikan pengetahuan awal mengenai Perseroan kepada karyawan Staff (Entry Level)
masa permagangan, sebelum yang bersangkutan melakukan tugas (Entry Level) Staff
pekerjaannya pada unit kerja Perseroan.
Provide preliminary knowledge about the Company to interns before
carrying out any work duties at the Company’s work units.
2. Mandatory Pelatihan Mandatory merupakan pelatihan yang diselenggarakan guna Staff Operasional
memenuhi persyaratan pekerjaan yang memiliki output Lisensi dan rating. Operational Staff
Mandatory training is a training that is held to meet job requirements that
have outputs of License and ratings.
3. Non Mandatory Pelatihan yang diselenggarakan guna membekali karyawan dengan Seluruh Karyawan dapat mengikuti
pengetahuan, keterampilan dan sikap-sikap yang tepat sehingga karyawan pelatihan ini disesuaikan dengan
mampu melaksanakan fungsi dan tugas pokoknya. kebutuhan dan jenis pelatihan
Training that is held to equip employees with the right knowledge, skills All employees can participate in
and attitudes so that employees are able to carry out their main functions this training according to the needs
and duties. and type of training


No
4. Leadership Program Program pelatihan yang dirancang untuk melengkapi kemampuan Pelatihan untuk karyawan yang
seorang yang duduk dalam posisi manajerial, agar dapat melakukan menduduki posisi Manajerial dari
tugas dan tanggung jawabnya dengan baik, serta mampu secara mandiri mulai Senior Officer/Asst. Manager
mengembangkan potensi yang ada pada dirinya maupun anggota team- Setingkat, AVP/Manager Setingkat,
nya secara optimal, sekaligus untuk menjadi seorang WINNING LEADER. dan Senior Leader
Training program designed to complement the abilities of someone who sits Training for employees in managerial
in a managerial position so as to carry out one’s duties and responsibilities positions from Senior Officer/
well and able to independently develop the potential of oneself and team Assistant Manager Level, AVP/
members optimally as well as to become a WINNING LEADER. Manager Level, and Senior Leader
5. Management Pendidikan Formal adalah Pendidikan yang diselenggarakan oleh Institusi Seluruh Karyawan dapat mengikuti
Development Pendidikan yang ditunjuk oleh Perseroan dalam rangka mengembangkan pelatihan ini disesuaikan dengan
Program kompetensi karyawan agar dapat meningkatkan kontribusi bagi Perseroan kebutuhan dan jenis pelatihan
untuk mengembangkan bisnis dan operasional Perseroan. All employees can participate in
Formal Education is an education organized by Educational Institutions this training according to the needs
appointed by the Company in order to develop employees competencies and type of training
so as to increase contributions for the Company to develop its business
and operations.
6. Subtantif (Pengayaan Pelatihan Substantif yang diselenggarakan dalam waktu singkat baik Seluruh Karyawan dapat mengikuti
Wawasan) secara internal maupun eksternal berupa seminar, lokakarya, pelatihan pelatihan ini disesuaikan dengan
Substantive kerja/workshop, ataupun kursus-kursus lain yang bertujuan untuk kebutuhan dan jenis pelatihan
(Insight Enrichment) penambahan wawasan. Pelatihan ini dilaksanakan dengan kategori All employees can participate in
pelatihan public yang diselenggarakan baik di Dalam Negeri maupun this training according to the needs
di Luar Negeri. and type of training
Substantive training is held in a short time both internally and externally
in the form of seminars, workshops, work training/workshops, or other
courses aimed to enrich insight. This training is held in the category of
public training which is held both domestically and overseas.
7. Pre-Retirement Pelatihan pre-retirements diselenggrakan guna persiapan karyawan- Seluruh Karyawan yang akan
karyawan Perseroan yang akan menghadapi masa pensiun. memasuki waktu pensiun dalam
Pre-retirements training is held to prepare the Company’s employees kurun waktu 5 (lima) tahun lagi
who will face retirement. dapat mengikuti pelatihan ini
disesuaikan dengan kebutuhan
dan jenis pelatihan
All employees who will retire
within the next 5 (five) years
can participate in this training
according to the needs and type of
training
8. Knowledge Knowledge Management ditujukan untuk mendorong karyawan agar terus Seluruh Karyawan dapat mengikuti
Management konsisten, berpartisipasi, dan berkontribusi secara aktif dalam penerapan pelatihan ini disesuaikan dengan
pembelajaran digital. kebutuhan dan jenis pelatihan
Knowledge Management is intended to encourage employees to continue All employees can participate in
to be consistent, participate and contribute actively in the application of this training according to the needs
digital learning. and type of training

Biaya Pengembangan SDM Tahun 2019

2019 HC Development Costs
Biaya pengelolaan SDM untuk kompensasi karyawan HC management costs for employee compensation in 2019
pada tahun 2019 berjumlah Rp1.600.498.393.144 amounting to Rp1,600,498,393,144 increased compared to
meningkat dibandingkan dengan tahun 2018 sebesar 2018 with Rp1,383,426,349,568.
Rp1.383.426.349.568,-.
Untuk pelaksanaan program pelatihan dan pendidikan For the implementation of training and education programs
selama tahun 2019, Angkasa Pura II mengalokasikan throughout 2019, Angkasa Pura II allocated funds amounting
dana sebesar Rp65.104.316.355 mengalami peningkatan to Rp65,104,316,355 increased compared to 2018 with
dibandingkan tahun 2018 sebesar Rp 53.552.107.003,-. Rp53,552,107,003.
Kebijakan dalam Kesempatan Kerja

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

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 Perseroan, dapat dijelaskan Related to the Company’s Group Structure can be explained
sebagai berikut: as follows:
1. Angkasa Pura II memiliki 4 (empat) Entitas Anak, yakni: 1. Angkasa Pura II has 4 (four) Subsidiaries, namely:
a. PT Angkasa Pura Solusi dengan kepemilikan saham a. PT Angkasa Pura Solusi with share ownership of
99,99%; 99.99%;
b. PT Angkasa Pura Propertindo dengan kepemilikan b. PT Angkasa Pura Propertindo with share ownership
saham 99,93%; of 99.93%;

c. PT Angkasa Pura Kargo dengan kepemilikan saham c. PT Angkasa Pura Kargo with share ownership of
99,95%; 99.95%;
d. PT Angkasa Pura Aviasi dengan kepemilikan saham d. PT Angkasa Pura Aviasi with share ownership of 99%.
99%.
2. Angkasa Pura II memiliki 4 (empat) Entitas Asosiasi, yakni: 2. Angkasa Pura II has 4 (four) Associated Entities, namely:
a. PT Railink dengan kepemilikan saham 40%; a. PT Railink with share ownership of 40%;
b. PT Gapura Angkasa dengan kepemilikan saham b. PT Gapura Angkasa with share ownership of 46.62%;
46,62%;
c. PT Purantara Mitra Angkasa dengan kepemilikan c. PT Purantara Mitra Angkasa with share ownership of
saham 0,134%; 0.134%;
d. PT Bandarudara Internasional Jawa Barat dengan d. PT Bandarudara Internasional Jawa Barat with
kepemilikan saham 11,34%. share ownership of 11.34%.
3. Angkasa Pura II tidak memiliki joint venture company. 3. Angkasa Pura II does not have any joint venture
company.
4. Angkasa Pura II tidak memiliki special purpose vehicle 4. Angkasa Pura II does not have any special purpose
(SPV). vehicle (SPV).
Komposisi Pemegang Saham

Shareholders Composition
Komposisi Kepemilikan Saham Angkasa Pura II 100% dimiliki The composition of Angkasa Pura II Share Ownership is
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 saja, Angkasa Pura II only has 1 (one) shareholder, namely the
yakni Negara Republik Indonesia. Dengan demikian, Negara Republic of Indonesia. Thus, the Republic of Indonesia
Republik Indonesia menjadi Pemegang Saham Terbesar became the Largest Shareholder of Angkasa Pura II.
Angkasa Pura II.
Kepemilikan Saham yang Mencapai 5% atau Lebih Share Ownership with Ownership of 5% or More
Per 31 Desember 2019 As of December 31, 2019
Nama Status Pemilik Persentase (%)

No.
Name Owner Status Percentage (%)
1. Negara Republik Indonesia Republic of Indonesia 100

Republic of Indonesia
Kepemilikan Saham Dewan Komisaris dan Direksi Share Ownership by the Board of Commissioners
Per 31 Desember 2019 tidak terdapat kepemilikan saham As of December 31, 2019, there was no ownership in the
Dewan Komisaris dan Direksi Angkasa Pura II di Perseroan. Company by the Board of Commissioners and Board of
Directors of Angkasa Pura II.

Daftar Entitas Anak/Entitas Asosiasi

List of Subsidiaries/Associated Entities
Per 31 Desember 2019, Angkasa Pura II memiliki 4 (empat) As of December 31, 2019, Angkasa Pura II has 4 (four)
Entitas Anak dan 4 (empat) Entitas Asosiasi sebagai berikut: Subsidiaries and 4 (four) Associated Entitites as follows:
Perusahaan Bidang Usaha Status Komposisi Saham Status Operasi

Company Line of Business Status Share Composition Operating Status
PT Angkasa Pura Airport Consultancy, Media, Entitas Anak 1. Angkasa Pura II (99,999%) Telah Beroperasi
Solusi Supporting & IT Subsidiary 2. Luthfy Edrus (0,001%) Operating
PT Angkasa Pura Property & Hospitality Entitas Anak 1. Angkasa Pura II (99,93%) Telah Beroperasi
Propertindo Subsidiary 2. Koperasi Satya Ardhia (0,07%) Operating
PT Angkasa Pura Kargo Entitas Anak 1. Angkasa Pura II (99,93%) Telah Beroperasi
Kargo Cargo Subsidiary 2. Koperasi Satya Ardhia (0,05%) Operating
PT Angkasa Pura Jasa Kebandarudaraan pengusahaan Entitas Anak 1. Angkasa Pura II (99%) Telah Beroperasi
Aviasi di Bandara Kualanamu dan/atau jasa Subsidiary 2. PT Angkasa Pura Solusi (1%) Operating
terkait bandar udara serta optimalisasi
pemanfaatan sumber daya yang
dimiliki PT Angkasa Pura II (Persero)
Airport services operations at
Kualanamu Airport and/or airport-
related services and optimization of
the utilization of resources owned by
PT Gapura Angkasa Ground Handling & Warehouse Entitas Asosiasi 1. Angkasa Pura II (46,62%) Telah Beroperasi
Operator Associated Entity 2. Garuda Indonesia (45,62%) Operating
3. Angkasa Pura I (7,76%)
PT Railink Kereta Api Bandara Entitas Asosiasi 1. Kereta Api Indonesia (60%) Telah Beroperasi
Airport Train Associated Entity 2. Angkasa Pura II (40%) Operating
PT Purantara Mitra Inflight Catering Entitas Asosiasi 1. Purantara Mitra Angkasa (0,949%) Telah Beroperasi
Angkasa Dua Associated Entity 2. Angkasa Pura II (0,134%) Operating
3. Cardig International (0,267%)
4. Cardig Aero Services Tbk (98,65%)
5. Devro Group Limited (0,00%)
PT Bandarudara Melakukan pengusahaan Bandar Entitas Asosiasi 1. Pemprov Jabar sebesar 86,25% Telah Beroperasi
Internasional Jawa Udara Internasional Jawa Barat serta Associated Entity 2. PT Jasa Sarana 0,71% Operating
Barat membangun dan mengembangkan 3. PT Angkasa Pura II (Persero)
Kertajati Aerocity 11,34%
Carry out operations of West Java 4. Koperasi Konsumen Praja
International Airport as well as Sejahtera Jawa Barat 1,70%
constructing and developing
Kertajati Aerocity

Kronologis Pencatatan Saham

Chronology of Share Listing
Angkasa Pura II per 31 Desember 2019 merupakan salah As of December 31, 2019, Angkasa Pura II is one of the
satu BUMN non listed atau belum mencatatkan saham di non-listed SOEs on the Indonesia Stock Exchange so there
Bursa Efek Indonesia sehingga tidak terdapat informasi is no information about the chronology of share listing,
mengenai kronologis pencatatan saham, corporate action, corporate action, changes in the number of shares and name
perubahan jumlah saham dan nama bursa dimana saham of the exchange where the Company’s shares are listed.
Perseroan dicatatkan.
Kronologis Pencatatan Efek Lainnya

Chronology of Other Securities Listing
Pada tanggal 1 Juli 2016, Perseroan secara resmi menerbitkan On July 1, 2016, the Company officially issued Bond I worth
Obligasi I senilai Rp2.000.000.000.000,- (dua triliun rupiah) Rp2,000,000,000,000 (two trillion Rupiah) on the Indonesia
di Bursa Efek Indonesia (BEI). Persentase nilai kupon dalam Stock Exchange (IDX). The coupon value percentage of the
obligasi tersebut sebesar 8,6% dengan tenor 5 (lima) tahun. bond amounting to 8.6% with a tenor of 5 (five) years. Bond
Obligasi I Angkasa Pura II Tahun 2016 ini akan dibagi dalam I Angkasa Pura II Year 2016 will be divided into three series,
tiga seri yakni bertenor 5 tahun, 7 tahun, dan 10 tahun. namely a tenor of 5 years, 7 years, and 10 years. The bond
Adapun rating obligasi tersebut adalah idAAA dari PT rating is idAAA from PT Pemeringkat Efek Indonesia (Pefindo)
Pemeringkat Efek Indonesia (Pefindo) dan AAA (idn) dari PT and AAA(idn) from PT Fitch Ratings Indonesia.
Fitch Ratings Indonesia.
Pada tanggal 12 Desember 2018, Perseroan secara resmi On December 12, 2018, the Company officially issued Bond
menerbitkan Obligasi II senilai Rp750.000.000.00,- (tujuh II worth Rp750,000,000,000 (seven hundred and fifty billion
ratus lima puluh miliar rupiah) di Bursa Efek Indonesia (BEI). Rupiah). The coupon value percentage of the bond amounting
Persentase nilai kupon dalam obligasi tersebut sebesar to 8.65% and 8.95%. Bond II Angkasa Pura II Year 2018 will be
8,65% dan 8,95%. Obligasi II Angkasa Pura II Tahun 2018 ini divided into two series, namely a tenor of 3 years and 5 years.
akan dibagi dalam dua seri yakni bertenor 3 tahun dan 5 The bond rating is idAAA from PT Pemeringkat Efek Indonesia
tahun. Adapun rating obligasi tersebut adalah idAAA dari PT (Pefindo) and AAA(idn) from PT Fitch Ratings Indonesia.
Pemeringkat Efek 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 Bank underwriters. While PT Bank Mega Tbk acts as trustee.
Mega Tbk bertindak sebagai wali amanat.

Informasi Penghentian Saham/Obligasi Sementara Information on Temporary Shares/Bonds Suspension

Sampai dengan akhir tahun 2019, tidak terdapat sanksi Until the end of 2019, there were no sanctions in the form
berupa penghentian saham sementara yang diberikan of temporary shares suspension granted to Angkasa Pura II.
kepada Angkasa Pura II.
Lembaga dan Profesi Penunjang Perusahaan

Supporting Institutions and Professionals
Biro Administrasi Efek Notaris

Share Registrar Bureau Notary
PT Kustodian Sentrak Efek Indonesia 1. 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
2. Kantor Notaris Hj. Sylviana, S.H., M.Kn

Jl. KSr Dadi Kusmayadi RT. 005/007
Perusahaan Pemeringkat Efek Kelurahan Tengah, Kecamatan Cibinong,
Rating Agency Kabupaten Bogor
1. PT Pemeringkat Efek Indonesia 3. 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
2. PT Fitch Rating
DBS Bank Tower Lantai 24 Suite 2403
Jl. Prof. Dr. Satrio Kav. 3-5 Konsultan Hukum
Jakarta 12940 Legal Consultant
1. SIP Law Firm

No. 7 Building, Jl. Buncit Raya No 7
Kantor Akuntan Publik Jakarta Selatan 12760
Public Accounting Firm Telp. (021) 7997973
Kantor Akuntan Publik Purwanto, Sungkoro & Surja 2. Ail Amir Law Firm & Associates
Gedung Bursa Efek Indonesia, Tower 2 Lantai 7 Grand Rubina, Business Park 15th E Floor
Jl. Jend. Sudirman Kav. 52-53 at Rasuna Epicentrum,
Jakarta 12190 Jalan H. R. Rasuna Said, Jakarta

Konsultan Hukum
Legal Consultant
3. M. L. Sitohang, SH. MH. & Rekan 8. Assegaf Hamzah & Partners

Jalan Kebon Jeruk Raya Rawabelong No. 34 Capital Place, Level 36 & 37
Palmerah, Jakarta Barat Jl. Jenderal Gatot Subroto, Kav. 18
Jakarta 12710
4. Rustam Efendy & Associates
Jalan Plumpang Semper No. 7 9. Armand Yapsunto Muharamsyah & Partners
Rawa Badak Selatan, Koja, Jakarta Utara Gran Rubina Business Park
Generali Tower Lantai Penthouse
5. Sahala & Partners Kawasan Rasuna Epicentrum
Jalan Mangga Besar No. 42 D Jl. H.R. Rasuna Said, Jakarta 12940
Taman Sari, Jakarta Barat
10. Muhtar Halim & Partners Law Office
6. Suroto & Rekan Citylofts Sudirman, 19th FI, Suite 1907
Jalan Hangtuah No. 48, Rejosari Jl. KH Mas Mansyur No. 121
Tenayan Raya, Pekanbaru, Riau Jakarta 10220
7. Bahar & Partners

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

Penghargaan dan Sertifikasi

Awards and Certifications
Penghargaan
Awards
1 3
25 Februari 2018 | February 25, 2018 31 Januari 2019 | January 31, 2019
“Guest Review Award 2018” CSR Award 2018
Hotel Horison Sky Kualanamu, Bandara Kualanamu Kategori Pendidikan
Dari Booking.com Dari Sindo Weekly
Hotel Horison Sky Kualanamu, Kualanamu Airport Education Category
By Booking.com By Sindo Weekly
2 4
2018 22 Februari 2019 | February 22, 2019

Digital Airport Hotel Digital Innovation Award 2019
Bandara Soekarno-Hatta “Innovative Company in Building Airport Digital Lounge”
Dari Booking.com Kategori Transportation & Warehousing
Soekarno-Hatta Airport Dari Warta Ekonomi
By Booking.com Transportation & Warehousing Category
By Warta Ekonomi

5
4. Bandara Sultan Syarif Kasim II - Pekanbaru:
• Best Airport by Size and Region (2-5 million
passengers in Asia-Pacific)
• Best Environment and Ambience by Size (2-5 million
passengers)
• Best Customer Service by Size (2-5 million
passengers)
• Best Infrastructure and Facilitation by Size (2-5
million passengers)
5. Bandara Silangit – Siborong-borong:
• Most Improved Airport in Asia-Pacific
7 Maret 2019 | March 7, 2019 • Best Environment and Ambience by Size (Under 2
ASQ Award 2018 million passengers)
Dari Airport Council International • Best Customer Service by Size (Under 2 million
By Airport Council International passengers)
1. Bandara Sultan Thaha - Jambi: • Best Infrastructure and Facilitation by Size (Under 2
• Best Airport by Size and Region (Under 2 million million passengers)
passengers in Asia-Pacific) 6. Bandara Raja Haji Fisabilillah – Tanjung Pinang:
• Best Environment and Ambience by Size (Under 2 • Best Environment and Ambience by Size (Under 2
million passengers) million passangers)
• Best Customer Service by Size (Under 2 million • Best Infrastructure and Facilitation by Size (Under 2
passengers) million passengers)
• Best Infrastructure and Facilitation by Size (Under 2
million passengers) 1. Sultan Thaha Airport – Jambi:
2. Bandara Depati Amir - Pangkalpinang: • Best Airport by Size and Region (Under 2 million
• Best Airport by Size and Region (Under 2 million passengers in Asia-Pacific)
passengers in Asia-Pacific) • Best Environment and Ambience by Size (Under 2
• Best Environment and Ambience by Size (Under 2 million passengers)
million passengers) • Best Customer Service by Size (Under 2 million
• Best Customer Service by Size (Under 2 million passengers)
passengers) • Best Infrastructure and Facilitation by Size (Under 2
• Best Infrastructure and Facilitation by Size (Under 2 million passengers)
million passengers) 2. Depati Amir Airport – Pangkalpinang:
3. Bandara Sultan Mahmud Badaruddin II - Palembang: • Best Airport by Size and Region (Under 2 million
• Best Airport by Size and Region (2-5 million passengers in Asia-Pacific)
passengers in Asia-Pacific) • Best Environment and Ambience by Size (Under 2
• Best Environment and Ambience by Size (2-5 million million passengers)
passengers) • Best Customer Service by Size (Under 2 million
• Best Customer Service by Size (2-5 million passengers)
passengers) • Best Infrastructure and Facilitation by Size (Under 2
• Best Infrastructure and Facilitation by Size (2-5 million passengers)
million passengers)

6
3. Sultan Mahmud Badaruddin II Airport– Palembang:
passengers in Asia-Pacific)
• Best Environment and Ambience by Size (2-5 million
passengers)
• Best Customer Service by Size (2-5 million
passengers)
• Best Infrastructure and Facilitation by Size (2-5
million passengers)
4. Sultan Syarif Kasim II Airport – Pekanbaru:
passengers in Asia-Pacific) 28 Maret 2019 | March 28, 2019
• Best Environment and Ambience by Size (2-5 million “Public Relations Indonesia Awards 2019“
passengers) Dari PRIA | By PRIA
• Best Customer Service by Size (2-5 million 1. Kategori Manajemen Krisis (gold)
passengers) 2. Kategori Manajemen Pra Krisis (silver)
• Best Infrastructure and Facilitation by Size (2-5 3. Kategori Aplikasi Mobile INairPORT (silver)
million passengers) 4. Kategori Video Company Profile (silver)
5. Silangit Airport – Siborong-borong: 5. Kategori Annual Report (silver)
• Most Improved Airport in Asia-Pacific 6. Kategori Sustainability Report (silver)
• Best Environment and Ambience by Size (Under 2 1. Crisis Management Category (gold)
million passengers) 2. Pre-Crisis Management Category (silver)
• Best Customer Service by Size (Under 2 million 3. INairPORT Mobile Application Category (silver)
passengers) 4. Company Profile Video Category (silver)
• Best Infrastructure and Facilitation by Size (Under 2 5. Annual Report Category (silver)
million passengers) 6. Sustainability Report Category (silver)
6. Raja Haji Fisabilillah Airport – Tanjung Pinang:
• Best Environment and Ambience by Size (Under 2
million passangers) 7
• Best Infrastructure and Facilitation by Size (Under 2
million passengers)
8 April 2019 | April 8, 2019

Anugerah Indonesia Maju 2018-2019
“Digital CEO of The Year“
Dari Warta Ekonomi & Rakyat Merdeka
By Warta Ekonomi & Rakyat Merdeka

8 10
16 Mei 2019 | May 16, 2019

Penganugerahan 8th Infobank Digital Brand Award 2019
Peringkat 3 Kategori Perusahaan BUMN Aset 25 T s.d
dibawah 50 T Corporate Brand AP 2
Awarding of the 8th Infobank Digital Brand Award 2019
Third Place in the Category of SOEs Companies with Assets
of 25 trillion up to less than 50 trillion of the Corporate
Brand of AP 2
11
10 April 2019 | April 10, 2019
“HR Excellence Award 2019“ 21 Mei 2019 | May 21, 2019
Dari Majalah SWA | By Majalah SWA Pertama di Indonesia Top Innovation Choice Award 2019
1. Rating AA - untuk Kategori HR Technology Dari Tras n Co Info Brand
(iPerform) First Place in Indonesia Top Innovation Choice Award 2019
2. Rating AA - untuk Kategori Retention Strategy By Tras n Co Info brand
(Organizational Ambidexterity)
3. Rating A - untuk Kategori Learning & Development
Strategy (Implementasi Aplikasi Mobile Learning)
12
1. AA Rating - for HR Technology Category (iPerform)
2. AA Rating - for Retention Strategy Category 24 Mei 2019 | May 24, 2019
(Organizational Ambidexterity) 2nd Warta Ekonomi Anugerah PKBL Indonesia 2019
3. A Rating - for Learning & Development Strategy Sinergi Demi Membangun Negeri
Category (Implementation of Mobile Learning Second Place in PKBL Indonesia 2019 Award
Application) Sinergi Demi Membangun Negeri by Warta Ekonomi
9 13
31 Mei 2019 | May 31, 2019

Asia-Pacific Stevie Awards 2019
Dari Warta Ekonomi & Rakyat Merdeka
By Warta Ekonomi & Rakyat Merdeka
1. Gold Stevie Winner
Award for Innovation in Customer Service Management,
Planning & Practice (Airport Digital Lounge).
22 April 2019 | April 22, 2019 2. Bronze Stevie Winner
Penghargaan K3 Award for The Innovative Use of Technology in Human
K3 Award Resources (Mobile Learning).
3. Bronze Stevie Winner
Award for Innovation in Human Resources Management,
Planning & Practice (Organization Ambidextrous).

14 18
4 September 2019 | September 4, 2019
ASQ Award 2018
6 Bandara DJB, PGK, PLM, TNJ, PKU, DTB sebagai :
1. Best Airport by Size & Region
2. Best Environment & Ambience by size
3. Best Customer Service by Size
4. Best Infrastructure & Facilitation by Size
ASQ Award 2018
for 6 airports of DJB, PGK, PLM, TNJ, PKU, DTB as:
SKYTRAX World Airport Awards 2019
2. Best Environment & Ambience by size
1. Top 40 World’s Best Airport in The World
3. Best Customer Service by Size
Soekarno-Hatta International Airport
4. Best Infrastructure & Facilitation by Size
2. Top 10 Best Airport Staff in Asia 2019
19
15
26 September 2019 | September 26, 2019
Juni 2019 | June 2019 Gold Winner Customer Service Quality & Social Economy
“Best New Entrants for 100 Most Valuable Brand in Contribution
Indonesia” Ranked #71 Excelence in Brand Building Among Indonesian Millenials in
2019 - PRO3 RRI BUMN
Gold Winner Customer Service Quality & Social Economy
Contribution
16
Excellence in Brand Building Among Indonesian Millennials
Juni 2019 | June 2019 in 2019 - PRO3 RRI BUMN
“Business Women of The Year”
Dari Majalah SWA
By SWA Magazine
20
31 Oktober 2019 | October 31, 2019

Most Popular Leader in Social Media 2019
17
Kategori CEO BUMN – Non Tbk
19 Juli 2019 | July 19, 2019 Most Popular Leader in Social Media 2019
Apresiasi Manajemen Informasi Arus Mudik 2019 kepada in the Category of CEO for Non-Public Listed SOEs
Dari Kantor Staf Presiden (KSP), Kementerian Komunikasi
dan Informatika (Menkominfo), dan Komisi Informasi
21
Publik (KIP).
2019 Homecoming Information Management Ranked 40th out of 550 Airport Around the World 2019
Appreciation to PT Angkasa Pura II (Persero)
from the Presidential Staff Office (KSP) the Ministry of
Communications and Informatics (Menkominfo), and the
Central Information Commission (KIP).

22 25
1st Winner Choice Women of The Future Soekarno-Hatta

pada Peluncuran Buku Mahakarya – Ituk Herarindri Most Improved in Asia Pasific
1st Winner Choice Women of The Future
in the Book Launching of Mahakarya – Ituk Herarindri
26
Depati Amir, Pangkalpinang (> 2 mpa)

23
Service Quality Award 2019 “Diamond” 2. Best Environment & Ambience
Bandara Soekarno – Hatta 3. Best customer service
Category Domestic Airport Digital 4. Best infrastructure & Facility
Service Quality Award 2019 “Diamond”
Soekarno - Hatta Airport
in the Category of Domestic Airport Digital
27
Raja Haji Fisabilillah, Tanjung Pinang (> 2 mpa)

24 1. Best Airport by Size & Region
2. Best Environment & Ambience
Penghargaan Bandara Award Tahun 2019: 3. Best Customer Service
1. Bandara Internasional Soekarno Hatta - CGK T3 4. Best Infrastructure & Facility
sebagai Indonesia Best Airport of The Year 2019
2. Bandara Terbaik :
• Bandara Soekarno Hatta - CGK T3
28
• Bandara Kualanamu - KNO
• Bandara Supadio - PNK Silangit, Tapanuli Utara (> 2 mpa)
• Bandara Depati Amir - PGK 1. Best Airport by Size & Region
• Bandara Husein Sastranegara - BDO 2. Best Environment & Ambiance
• Bandara Banyuwangi - BWX 3. Best Customer Service
3. Bandara Internasional Kualanamu sebagai The Best 4. Best Infrastructure & Facility
Smart Airport
Bandara Awards 2019 :
1. Internasional Soekarno Hatta International Airport
29
- CGK T3 as Indonesia Best Airport of The Year 2019
2. Best Airport : Husein Sastranegara, Bandung, (2-5 mpa)
• Bandara Soekarno Hatta Airport - CGK T3 Best Airport by Size & Region
• Bandara Kualanamu Airport - KNO
• Bandara Supadio Airport - PNK
• Bandara Depati Amir Airport - PGK 30
• Bandara Husein Sastranegara Airport - BDO
• Bandara Banyuwangi Airport - BWX Husein Sastranegara, Bandung, (2-5 mpa)
3. Internasional Kualanamu International Airport as Best Airport by Size & Region
The Best Smart Airport

31 33
Sultan Syarif Kasim II, Pekanbaru (2-5 mpa) Supadio, Pontinak (2-5 mpa)*
1. Best Airport by Size & Region 1. Best Airport by Size & Region
2. Best Environment & Ambience 2. Best Environment & Ambiance
3. Best Customer Service 3. Best Customer Service
4. Best Infrastructure & Facility 4. Best Infrastructure & Facility
32
Sultan Mahmud Badaruddin II, Palembang (2-5 mpa)

2. Best Environment & Ambience
3. Best Customer Service
4. Best Infrastructure & Facility
Sertifikasi
Certifications
Nama Sertifikasi Keterangan Berlaku dari

No.
Certification Name Description Effective Period
1. Sertifikasi Sertifikasi Manajemen Mutu untuk Fungsi Pelayanan Pada Customer -

Manajemen Mutu Service dan Terminal Inspection Services untuk Bandara Soekarno-Hatta,
ISO 9001:2015 Bandara Husein Sastranegara dan Bandara Kualanamu.
ISO 9001:2015 Quality Management Certification for Service Functions at Customer
Quality Management Service and Terminal Inspection Services for Soekarno-Hatta Airport,
Certification Husein Sastranegara Airport and Kualanamu Airport.

Alamat Kantor Pusat, Kantor Cabang & Entitas Anak

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

Gedung 600, PO BOX 1001/BUSH
Jakarta 19120
Telp. (62-21) 550 5079, 550 5021
Fax. (62-21) 550 2141
www.angkasapura2.co.id
Kantor Cabang
Branch Office
1. Soekarno-Hatta International Airport 5. Raja Haji Fisabilillah International Airport

Kantor Cabang Utama Gedung 601 Jl. Adi Sucipto KM.21 Kelurahan Pinang Kencana
PO BOX 1001/ BUSH Kecamatan Tanjungpinang Timur
Jakarta 19120 Kepulauan Riau 29125
Telp. (62-21) 550 7300 Telp. (62-771) 442 434
Fax. (62-21) 550 6823 Fax. (62-771) 410 34
2. Sultan Iskandar Muda International Airport 6. Minangkabau International Airport

Jl. Bandar Udara Sultan Iskandar Muda Jl. Mr. M.Rasyid Kec. Batang Anai
Kecamatan Blang Bintang, Padang Pariaman – Sumatera Selatan 25585
Kabupaten Aceh Besar – Banda Aceh 23372 Telp. (62-751) 819 123
Telp. (62-651) 21341 Fax. (62-751) 819 040
Fax. (62-651) 34240
7. Sultan Mahmud Badaruddin II
3. Kualanamu International Airport International Airport
Deli Serdang, Medan – Sumatera Utara 20552 Jl. Letjen Harun Sohar
Telp. (62-61) 8888 0300 (ext.7009) Palembang – Sumatera Selatan 30761
Fax. (62-61) 7955146 Telp. (62-711) 385 002 (ext.2053)
Fax. (62-711) 385 015
4. Sultan Syarif Kasim II International Airport
Jl. Perhubungan, Pekanbaru – Riau 28284 8. Husein Sastranegara International Airport
Telp. (62-761) 674 694 (ext.7009) Jl. Padjadjaran No.156, Kec. Cicendo
Fax. (62-761) 674 694 Bandung 40174
Telp. (62-22) 603 3889
Fax. (62-22) 603 3971

Kantor Cabang
Branch Office
9. Supadio International Airport 13. Kertajati International Airport

Jl. Adi Sucipto KM.17, Pontianak Desa Kertajati, Majalengka
Kalimantan Barat 78381 Jawa Barat 45457
Telp. (62-561) 721 560 Telp: (0231) 3000 301
Fax. (62-561) 721 212
14. Tjilik Riwut Airport
10. Halim Perdanakusuma International Airport Jl. A. Danis Samad, Kel. Panarung
Jl. Protokol Halim Perdanakusuma Kec. Pahandut, Palangkaraya
Jakarta 13610 Kalimantan Tengah 73111
Telp. (62-21) 809 1108 Telp. (0536) 322 1929
Fax. (62-21) 809 3351
15. Sultan Thaha Airport
11. Silangit International Airport Jl. Soekarno-Hatta, Jambi 36139
Jl. Raya Muara No. 01, Siborong-borong Telp. (62-741) 572 444
Kabupaten Tapanuli Utara Fax. (62-741) 572 444
Sumatera Utara 22747
Telp. (62-633) 41920 16. Depati Amir Airport
Fax. (62-633) 41920 Jl. Soekarno-Hatta
Pangkal Pinang – Bangka 33171
12. Banyuwangi International Airport Telp. (62-717) 426 1238
Jalan Agung Wilis, Blimbingsari, Rogojampi Fax. (62-717) 426 1238
Kabupaten Banyuwangi - Jawa Timur 68462
Telp: (0333) 636680
Entitas Anak
Subsidiaries
1. PT Gapura Angkasa 3. PT Angkasa Pura Solusi

Gedung Sarana Penjaminan Lt. 3 & 3A Terminal F. Arrival Hall, Room F9P67
Jl. Angkasa Blok B-9 Kav. 6 Kota Baru, Soekarno-Hatta Airport Jakarta 19120
Bandar Kemayoran Jakarta-10720 Telp. (62-21) 550 5117
Telp. (62-21) 6545410 Fax. (62-21) 550 3093
Fax. (62-21) 654 5408
4. PT Purantara Mitra Angkasa Dua
2. PT Railink Purantara Building
Gedung Kereta Api Lt.1 Bandar Udara Soekarno-Hatta
Jl. Juanda 1B Jakarta Pusat Tangerang 15000
Telp. (62-21) 350 2963 Telp. (62-21) 5591 5001
Fax. (62-21) 350 3235 Fax. (62-21) 550 0826

Informasi pada Website Perusahaan

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

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 dan 1. Infografis 1. Pelaporan
2. Visi dan Misi 2. Ruang Disewakan Laporan Keuangan 2. Siaran Pers Keselamatan
3. Dewan Direksi 3. Kargo 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
Perusahaan 4. Dokumen dan 7. Aplikasi Mobile
7. CSR Regulasi 8. Karir
8. PKBL 5. Majalah Internal 9. Info Lalu Lintas
9. Jejak Langkah Penerbangan
10. Penghargaan
About Us Business Opportunities Management Information Safety

Menu on About Us Menu on Business Menu on Management Menu on Information Menu on Safety includes:
includes: Opportunity includes: includes: includes: 1. Safety Reporting
1. History 1. Aviation Business 1. Annual Report and 1. Infographics 2. Building Height
2. Vision and Mission 2. Space for Rent Audited Financial 2. Press Conference Limitation
3. Board of Directors 3. Cargo Statements 3. Announcement
4. Board of Comissioners 4. Business 2. PKBL Report 4. News
5. Organization Development 3. Collective Work 5. Contact Us
Structure 5. Auction Agreement 6. Guest Book
6. Corporate 4. Documents and 7. Mobile Application
Governance Regulations 8. Careers
7. CSR 5. Internal Magazine 9. Flight Traffic Info
8. PKBL
9. Milestones
10. Awards

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

No.
ARA Criteria Compliance with Website
1. Informasi pemegang saham sampai dengan pemilik akhir individu; Tidak Tersedia
Shareholder information up to the ultimate beneficial owner; Not Applicable
Pemegang saham Angkasa Pura II adalah 100% dimiliki oleh

Negara Republik Indonesia. Oleh karena itu, tidak terdapat
kepemilikan saham sampai ke level individu.
Angkasa Pura II shareholder is 100% owned by the Republic of
Indonesia. Therefore, there is no shares ownership up to the
ultimate beneficial owner.
2. Isi Kode Etik; Ada

Contents of the Code of Conduct; Comply
3. Informasi Rapat Umum Pemegang Saham (RUPS) paling kurang Ada

meliputi bahan mata acara yang dibahas dalam RUPS, ringkasan risalah Comply
RUPS, dan informasi tanggal penting yaitu tanggal pengumuman RUPS,
tanggal pemanggilan RUPS, tanggal RUPS, tanggal ringkasan risalah
RUPS diumumkan;
Information on the General Meeting of Shareholders (GMS) at least
includes agenda material discussed in the GMS, summary of minutes of
the GMS, and information on important dates such as the date of GMS
announcement, notice of the GMS, date of the GMS, date of the GMS
Summary of Minutes announced;
4. Laporan keuangan tahunan terpisah (5 tahun terakhir); Ada

Separate annual financial statements (last 5 years); Comply
5. Profil Dewan Komisaris dan Direksi; Ada

Profile of the Board of Commissioners and Board of Directors; Comply
6. Piagam/Charter Dewan Komisaris, Direksi, Komite-komite, dan Ada

Unit Audit Internal. Comply
Charter of the Board of Commissioners, Board of Directors, Committees,
and Internal Audit Unit.

Daftar Pelatihan Dewan Komisaris, Direksi,

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

Position Training Name Duration Venue
Dewan Komisaris Program Pengenalan Dewan Komisaris 1 Hari Kantor Pusat PT Angkasa Pura II (Persero)
Board of Commissioners Orientation Program of the Board of Commissioners 1 Day Head Office of PT Angkasa Pura II (Persero)
Workshop Current Audit atas Proses Pengadaan 3 Hari Jakarta

Barang/Jasa dan Proyek Investasi 3 Days
Workshop of Current Audit on the Process of
Procurement of Goods/Services and
Investment Projects
Seminar Nasional Internal Audit (SNIA) yang 2 Hari Palembang

diselenggarakan oleh Yayasan Internal Audit 2 Days
Internal Audit National Seminar (SNIA) organized
by Internal Audit Foundation
Komite Audit
Audit Committee Audit Kecurangan 5 Hari Jakarta
Fraud Audit 5 Days
Pelatihan Dasar-Dasar Audit 2019 10 Hari Jakarta

2019 Audit Basics Training 10 Days
Dasar-Dasar Audit 10 Hari Jakarta

Audit Basics 10 Days
Pelatihan Audit Operasional & Assessment 9 Hari Jakarta

Operational Audit Training & Assessment 9 Days
Sosialisasi & In-House Training GCG tahun 2019 2 Hari Kantor Pusat PT Angkasa Pura II (Persero)
2019 GCG Socialization & In-House Training 2 Days Head Office of PT Angkasa Pura II (Persero)
Workshop SNI ISO 37001 - Sistem Manajemen 2 Hari Kantor Pusat PT Angkasa Pura II (Persero)
Anti Penyuapan 2 Days Head Office of PT Angkasa Pura II (Persero)
Workshop of SNI ISO 37001 - Anti-Bribery
Management System
Pelatihan Interpretasi KPKU 3 Hari Kantor Pusat PT Angkasa Pura II (Persero)

Komite Manajemen Risiko Superior Performance Assessment Criteria (KPKU) 3 Days Head Office of PT Angkasa Pura II (Persero)
dan SDM Interpretation Training
Risk Management and
HR Committee Pelatihan Asesor Preparation Course (APC) KPKU 2 Hari Kantor Pusat PT Angkasa Pura II (Persero)
BUMN 2019 2 Days Head Office of PT Angkasa Pura II (Persero)
Assessor Preparation Course (APC) Training of
SOEs KPKU 2019
Certified Risk Governance Professional 3 Hari Jakarta

3 Days
Certified Risk Management Officer (CRMO) 4 Hari Jakarta

4 Days

Jabatan Nama Pelatihan Durasi Tempat

Position Training Name Duration Venue
Certified Risk Management Professional (CRMP) 5 Hari Jakarta

Komite Manajemen Risiko 5 Days
dan SDM
Risk Management and Program Master Class Risk Governance & Risk Beyond 3 Hari Jakarta
HR Committee Master Class Program of Risk Governance 3 Days
& Risk Beyond
Direksi ACI 11th Annual Airport Economics & Finance 3 hari London, Inggris
Board of Directors Conference & Exhibition di London 3 Days
ACI 11th Annual Airport Economics & Finance
Conference & Exhibition in London
Pelatihan Penulisan 1 Hari Jakarta

Writing Training 1 Day
Workshop BUMN dan Anak Usaha 1 Hari Jakarta

Workshop of SOEs and Subsidiaries 1 Day
Workshop Annual Report Berbasis Kriteria ARA 2 Hari Jakarta

yang diselenggarakan oleh Komnas Kebijakan 2 Days
Governance (KNKG)
Workshop of Annual Report Based on ARA
Criteria organized by National Committee on
Governance (KNKG)
Pelatihan Legislative Drafting Basic Level 2 Hari Jakarta

Legislative Drafting Training Basic Level 2 Days
Seminar Kasus Hukum dan Pencegahan Pemidanaan 1 Hari Jakarta

Pengurus Korporasi Tahun 2019 1 Day
Seminar on Legal Cases and Prevention of Corporate
Management Criminalization 2019
Kehumasan di Era #MO 2 Hari Jakarta

Public Relations in the Era of #MO 2 Days
Excellence Public Speaking 1 Hari Jakarta

Corporate Secretary 1 Day
Workshop & Jambore PR Indonesia (JAMPIRO) 2 Hari Jakarta

Workshop & Jamboree of PR Indonesia (JAMPIRO) 2 Days
Workshop penanganan & strategi arbitrase 3 Hari Jakarta

internasional yang diselenggarakan oleh Intrinsics QQ 3 Days
Workshop of handling & strategy of international
arbitration organized by Intrinsics QQ
One Day Public Training Excellent Public Speaking 1 Hari Jakarta

Skills yang diselenggarakan oleh PT Trikata Esa 1 Day
Karsa (TALKINC)
One Day Public Training Excellent Public Speaking
Skills organized by PT Trikata Esa Karsa (TALKINC)
Workshop Holding Company BUMN 2 Hari Jakarta

Workshop of SOEs Holding Company 2 Days
Corporate Event Management 2 Hari Jakarta

2 Days
Pelatihan Public Speaking (Communication) & 2 Hari Jakarta

Presentation Skill 2 Days
Public Speaking (Communication) & Presentation
Skill Training
Kepala SPI Workshop Probity Audit 3 Hari Jakarta

Chief of Internal Audit Unit Workshop of Probity Audit 3 Days

SUMBER DAYA
MANUSIA
Human Resources

04

Angkasa Pura II terus berupaya untuk meningkatkan

kualitas SDM karena Angkasa Pura II meyakini dengan
SDM yang tangguh akan mampu mempertahankan
keunggulan kompetitif dan keberlanjutan bisnis
Angkasa Pura II.
Angkasa Pura II continually strives to improve its HC quality

because Angkasa Pura II believes that strong HC will be able to
maintain competitive advantage and business sustainability of
Angkasa Pura II.
Sumber Daya Manusia

Human Resources
Angkasa Pura II memandang bahwa Sumber Daya Manusia Angkasa Pura II considers that Human Capital (HC) is a very
(SDM) merupakan komponen yang sangat penting dalam important component in order to maintain competitive
rangka mempertahankan keunggulan kompetitif dan advantage and support business strategies. Angkasa Pura
mendukung strategi bisnis. Angkasa Pura II terus berupaya II continues its efforts to improve the quality of human
untuk meningkatkan kualitas SDM karena Angkasa Pura II capital because Angkasa Pura II believes that the quality
meyakini kualitas SDM sangat berperan dalam meningkatkan of human capital plays an important role in improving the
daya saing Perseroan. Upaya tersebut salah satunya competitiveness of the Company. These efforts are either
dilakukan melalui pelatihan profesional yang berkelanjutan through continuous professional training or by recruiting
maupun dengan merekrut SDM yang berkualitas. qualified human capital.
Rekrutmen dan pengembangan kompetensi karyawan Recruitment and competency development of employees
serta program pengembangan karir secara berjenjang as well as career development programs are carried out by

dilakukan Angkasa Pura II secara terstruktur dalam rangka Angkasa Pura II in a structured manner to prepare those who
menyiapkan mereka yang nantinya akan menempati posisi will later occupy senior and strategic positions in the future.
senior dan strategis di masa yang akan datang. Angkasa Angkasa Pura II always encourages every employee to be
Pura II senantiasa mendorong setiap karyawan untuk dapat able to grow and achieve thier best potential. Various policies
berkembang dan mencapai potensi terbaiknya. Hal ini and programs are carried out with the aim to develop the
dilakukan melalui penyelenggaraan berbagai kebijakan dan potential, talents, interests, and character of all individuals.
program yang bertujuan untuk mengembangkan potensi,
bakat, minat, serta karakter seluruh individu.
Sepanjang tahun 2019, Angkasa Pura II fokus pada penguatan Throughout 2019, Angkasa Pura II was focused on
sistem ke-SDM-an secara menyeluruh (restrengthening strengthening the overall HC systems (restrengthening HC
HC System) System).
Tugas dan Tanggung Jawab Pengelola SDM HC Management Duties and Responsibilities
Tanggung jawab Pengelolaan SDM berada di Divisi SDM yang HC Management responsibilities are in the HC Division
berada di bawah koordinasi dari Direktur Human Capital. under the coordination of the Director of Human Capital. HR
Struktur Pengelola SDM sebagai berikut: Management structure is as follows:
Struktur Organisasi Pengelola SDM

HC Management Organization Structure
Senior General Senior General

Vice President of Vice President of Corporate
Manager of Human Manager of Airport
Human Capital Strategy Talent Management
Capital Center Learning Center
Assistant Vice President Assistant Vice President

Senior Manager of Learning Quality
of Organization of Talent Acquisition
Personnel Welfare Specialist
Development & Classification
Assistant Vice President Assistant Vice President

Senior Manager of Senior Manager of
of Human Capital Planning of Talent Development
Personnel & Office Data Core Function Program
& Communication & Mobility
Assistant Vice President Senior Manager of

Assistant Vice President of Senior Manager of
of Performance & Talent Leadership & Supporting
Human Capital Policy Internal Affairs
Retention Program
Senior Manager of Senior Manager of

Employee Service Knowledge Management
Corporate Doctors
Corporate Office Division Office

Profil VP of Human Capital Strategy Profile of the Vice President (VP) of

Human Capital Strategy
Hardiandika Hardiandika
Diangkat menjadi Vice President of Human Capital Strategy Appointed as the Vice President of Human Capital
PT Angkasa Pura II (PT AP II) berdasarkan Keputusan nomor Strategy of PT Angkasa Pura II (PT AP II) based on Decree
KEP.03.05.02/00/09/2019/0420 tanggal 16 September 2019 No. KEP.03.05.02/00/09/2019/0420 dated September 16,
Lahir di Jakarta, 31 Oktober 1978, menyelesaikan pendidikan 2019. Born in Jakarta on October 31, 1978, completed his
Sarjana Teknik Informatika dari Universitas Budi Luhur pada Bachelor of Informatics Engineering at Universitas Budi
tahun 2002. Sebelumnya menjabat sebagai Vice President Luhur in 2002. Previously served as the Vice President of
of Corporate Transformation Group (2017-2019), Corporate Corporate Transformation Group (2017-2019), Corporate
Change Management Manager (2015-2017), Supervisor Change Management Manager (2015-2017), Supervisor
Perencanaan Organisasi dan Kebutuhan SDM (2013-2017). of Organizational Planning and HC Requirements (2013-
Training dan pendidikan yang telah diikuti antara lain 2017). He has participated in training and education such
Corporate Culture Summit (2016), Human Capital Management as Corporate Culture Summit (2016), Human Capital
System (2017), Digitally Ready Enterprise (2018), Coaching Management System (2017), Digitally Ready Enterprise
Style Leadership (2018), Digital Mindset Thinkshop (2019) serta (2018), Coaching Style Leadership (2018), Digital Mindset
Expand Leadership Program (2019). Thinkshop (2019) and Expand Leadersip Program (2019).
Tugas dan Tanggung Jawab Utama VP of Human Capital Main Duties and Responsibilities of the VP of Human Capital
Strategy antara lain adalah: Strategy among others are:
1. Mengarahkan desain strategi dan kebijakan 1. Direct the design of HC management strategy and
manajemen SDM serta Corporate Human Capital policy as well as Corporate Human Capital Strategy in
Strategy sesuai dengan sasaran strategis Perseroan. accordance with the Company’s strategic objectives.
2. Mengendalikan implementasi desain strategi dan 2. Control the implementation of HC management
kebijakan manajemen SDM sesuai dengan desain strategy and policy design in accordance with the
yang diterapkan. design applied.
3. Mengevaluasi implementasi employee satisfaction and 3. Evaluate the implementation of employee satisfaction
engagement survey selaras dengan visi, misi dan nilai and engagement survey in line with the vision, mission,
(values) Perseroan. and values of the Company.
4. Mengendalikan desain dan pengelolaan anggaran 4. Control budget design and management effectively
secara efektif dan efisien sesuai kebutuhan. and efficiently as required.
Komposisi SDM HC Composition

Komposisi SDM Angkasa Pura II dapat dilihat di Bab Profil HC composition of Angkasa Pura II can be seen in the
Perseroan halaman 101. Company Profile Chapter on page 101.
Strategi SDM HC Strategies

Peningkatan kualitas SDM di Angkasa Pura II adalah untuk Improvement of human capital quality in Angkasa Pura II is to
mencapai target yang diinginkan pada tahun 2020, yaitu achieve the desired target in 2020, namely to become a World
untuk menjadi World Class People & High Performing Culture Class People & High Performing Culture which is translated
yang diturunkan melalui melalui 3 aspek utama yaitu: People through 3 main aspects, namely: People (becoming the
(menjadi Strongest by Best People), Organization (menuju Strongest by Best People), Organization (towards Agile & Value
Agile & Value Creating Organization) dan Culture (menciptakan Creating Organization) and Culture (creating PERFORM- ing
PERFORM-ing for Committed to Excellence). Pencapaian for Committed to Excellence). This achievement is expected
hal tersebut diharapkan akan menciptakan keunggulan to create a competitive and sustainable advantage for the
kompetitif dan berkelanjutan bagi bisnis Angkasa Pura II. business of Angkasa Pura II.

Hal-hal ini yang akan membuat SDM Angkasa Pura II These things that will make the HC of Angkasa Pura II to
menjadi sumber daya manusia yang berkualitas adalah become qualified human capital namely the World Class
World Class People, yang memiliki karakteristik: global People, that have characteristics: global standards & global
standard & global mindset, dan High Performance Culture, mindset, and High Performance Culture, which are reflected
yang tercermin dari goal oriented, high maturity level, dan in goal oriented, high maturity level, and ambidextrous
ambidextrous minded people. minded people.
Pada tahun 2019, upaya tersebut dilakukan melalui pelatihan In 2019, these efforts were carried out through sustainable
profesional yang berkelanjutan maupun dengan merekrut professional training and by recruiting qualified human
SDM yang berkualitas. Rekrutmen dan pengembangan capital. Recruitment and competency development of
kompetensi karyawan serta program pengembangan employees as well as career development programs are
karir secara berjenjang dilakukan Angkasa Pura II secara carried out in a structured and systematic manner by Angkasa
terstruktur dan sistematis dalam rangka untuk untuk mengisi Pura II in order to fill strategic positions in the future. The
posisi-posisi strategis di masa mendatang. Penjabaran description of HC Strategies in 2019 is carried out as follows:
Strategi SDM di tahun 2019 dilakukan sebagai berikut:
People Analytic People Analytic

People Analytic merupakan alat analisis statistik untuk People Analytic is a statistical analysis tool for Human
Human Resources yang pendekatannya berbasis data (data Resources which approach is based on data (data driven)
driven) sebagai pengelolaan sumber daya manusia yang as human capital management which is expected to display
diharapkan dapat menampilkan informasi yang akurat accurate information and facilitate decision making in
dan memudahkan dalam pengambilan keputusan dalam succession planning in the future.
succession planning di masa mendatang.

Human Capital Master Plan Human Capital Master Plan

Angkasa Pura II telah menyusun Peraturan Direksi Nomor Angkasa Pura II has prepared the Board of Directors
PD.02.01.01/12/2018/0109 tentang Rencana Induk Sumber Regulation No. PD.02.01.01/12/2018/0109 on Human Capital
Daya Manusia (Human Capital Master Plan) sejak tahun 2018. Master Plan since 2018.
Employee Experience Employee Experience

Employee Experience (EX) merupakan seluruh interaksi Employee Experience (EX) is all employee interaction with
karyawan dengan perusahaan, melalui lingkungan kerja, the Company, through work environment, corporate culture
budaya perusahaan, dan teknologi. Bagaimana karyawan and technology. How employees have expectations for the
memiliki harapan atas perusahaan secara keseluruhan dan Company as a whole and their role in the Company starting
peran mereka di perusahaan dimulai dari kontak pertama from their first contact with the Company when recruited
mereka dengan Perusahaan saat direkrut sampai dengan until the end of work.
masa akhir bekerja.
Dengan EX, diharapkan dapat menciptakan pengalaman With EX, it is expected to create an exceptional employee
karyawan yang luar biasa tidak hanya bagus untuk tingkat experience that is not only good for employee retention
retensi karyawan namun juga akan berdampak baik untuk rates but will also have a positive impact on customers.
pelanggan. Ketika karyawan senang dan engage di tempat When employees are happy and engaged at work, they are
kerja, mereka lebih mungkin memperlakukan pelanggan more likely to treat customers well. EX not only increases
dengan baik. EX tidak hanya meningkatkan kepuasan employee satisfaction, productivity and retention, but
karyawan, produktivitas, dan retensi, tetapi juga brand also brand equity, competitive advantage, and sustainable
equity, keunggulan kompetitif, dan pertumbuhan yang growth. Some programs related to EX include: Implementing
berkelanjutan. Beberapa program yang terkait dengan Seasonal Day Care, Organizing various Workshops such as
EX berupa: Pengimplementasian Seasonal Day Care, Digital Mindset Thinkshop and Design Sprint, Making Studies
Penyelenggaraan berbagai macam Workshop seperti Digital to Combine Gamification and Sociometry, and Database
Mindset Thinkshop dan Design Sprint, Pembuatan Kajian Collection Process for People Analytic: Workforce Module.
untuk mengkombinasikan Gamification dan Sociometri,
dan Proses Pengumpulan Database bagi People Analytic:
Modul Workforce.
Digital Human Capital Digital Human Capital

Saat SDM sudah sangat berbasis teknologi digital, hal ini When HC is highly digital technology based, this will help to
akan membantu penguatan posisi SDM sebagai bagian strengthen HC’s position as a strategic part of the Company’s
strategis dari bisnis Perusahaan. Digitalisasi HC dapat business. HC digitalization can open opportunities for HC
membuka peluang bagi fungsi SDM untuk meningkatkan functions to improve performance through a mobile/flexible
kinerja melalui pendekatan mobile/flexible workplace. workplace approach. Some of the programs that were
Adapun beberapa program yang berhasil diimplementasikan successfully implemented in 2019 were to integrate the digital
di tahun 2019 adalah untuk memadukan HC yang serba HC and facilitate employees in their usage in the form of:
digital serta memudahkan karyawan dalam penggunaannya Making a fully digital HC Helpdesk and the implementation
berupa: Pembuatan HC Helpdesk yang fully digital serta of a fully online Employee Satisfaction & Engagement Survey.
Pelaksanaan Employee Satisfaction & Engagement Survey
yang fully online.
Pengembangan SDM HC Developments

Pengembangan SDM adalah salah satu strategi Perseroan HC development is one of the Company’s strategies in
dalam mengembangkan karyawannya yang mana merupakan developing its employees which are assets for the Company.
aset bagi Perseroan tersebut. Manajemen Angkasa Pura II The management of Angkasa Pura II also focuses on

pun berfokus untuk meningkatkan kemampuan dan kinerja improving the ability and performance of employees to
karyawan demi tercapainya tujuan Perseroan melalui achieve the Company’s objectives through good learning &
program learning & development yang baik yang dilaksanakan development programs which are carried out by the Airport
oleh Unit Airport Learning Center. Dalam mendukung hal Learning Center Unit. Throughout 2019, has been carried out
tersebut, selama Tahun 2019 unit Airport Learning Center training as follows:
telah melakukan beberapa kegiatan, yaitu:

No
1 Pre-Services Memberikan pengetahuan awal mengenai Perseroan kepada karyawan Staff (Entry Level)
masa permagangan, sebelum yang bersangkutan melakukan tugas (Entry Level) Staff
pekerjaannya pada unit kerja Perseroan.
Provide preliminary knowledge about the Company to interns before
carrying out any work duties at the Company’s work units.
2 Mandatory Pelatihan Mandatory merupakan pelatihan yang diselenggarakan guna Staff Operasional
memenuhi persyaratan pekerjaan yang memiliki output Lisensi dan rating. Operational Staff
Mandatory training is a training that is held to meet job requirements that
have outputs of License and ratings.
3 Non Mandatory Pelatihan yang diselenggarakan guna membekali karyawan dengan Seluruh Karyawan dapat mengikuti
pengetahuan, keterampilan dan sikap-sikap yang tepat sehingga karyawan pelatihan ini disesuaikan dengan
mampu melaksanakan fungsi dan tugas pokoknya. kebutuhan dan jenis pelatihan
Training that is held to equip employees with the right knowledge, skills All employees can participate in
and attitudes so that employees are able to carry out their main functions this training according to the needs
and duties. and type of training
4 Leadership Program Program pelatihan yang dirancang untuk melengkapi kemampuan Pelatihan untuk karyawan yang
seorang yang duduk dalam posisi manajerial, agar dapat melakukan menduduki posisi Manajerial dari
tugas dan tanggung jawabnya dengan baik, serta mampu secara mandiri mulai Senior Officer/Asst. Manager
mengembangkan potensi yang ada pada dirinya maupun anggota team- Setingkat, AVP/Manager Setingkat,
nya secara optimal, sekaligus untuk menjadi seorang WINNING LEADER. dan Senior Leader
Training program designed to complement the abilities of someone Training for employees in
who sits in a managerial position so as to carry out one’s duties and managerial positions from Senior
responsibilities well and able to independently develop the potential Officer/ Assistant Manager Level,
of oneself and team members optimally as well as to become a AVP/ Manager Level, and Senior
WINNING LEADER. Leader
5 Management Pendidikan Formal adalah Pendidikan yang diselenggarakan oleh Institusi Seluruh Karyawan dapat mengikuti
Development Pendidikan yang ditunjuk oleh Perseroan dalam rangka mengembangkan pelatihan ini disesuaikan dengan
Program kompetensi karyawan agar dapat meningkatkan kontribusi bagi Perseroan kebutuhan dan jenis pelatihan
untuk mengembangkan bisnis dan operasional Perseroan. All employees can participate in
Formal Education is an education organized by Educational Institutions this training according to the needs
appointed by the Company in order to develop employees competencies so and type of training
as to increase contributions for the Company to develop its business and
operations.
6 Subtantif (Pengayaan Pelatihan Substantif yang diselenggarakan dalam waktu singkat baik Seluruh Karyawan dapat mengikuti
Wawasan) secara internal maupun eksternal berupa seminar, lokakarya, pelatihan pelatihan ini disesuaikan dengan
Substantive (Insight kerja/workshop, ataupun kursus-kursus lain yang bertujuan untuk kebutuhan dan jenis pelatihan
Enrichment) penambahan wawasan. Pelatihan ini dilaksanakan dengan kategori All employees can participate in
pelatihan public yang diselenggarakan baik di Dalam Negeri maupun this training according to the needs
di Luar Negeri. and type of training
Substantive training is held in a short time both internally and externally
in the form of seminars, workshops, work training/workshops, or other
courses aimed to enrich insight. This training is held in the category of
public training which is held both domestically and overseas.


No
7 Pre-Retirement Pelatihan pre-retirements diselenggrakan guna persiapan karyawan- Seluruh Karyawan yang akan
karyawan Perseroan yang akan menghadapi masa pensiun. memasuki waktu pensiun dalam
Pre-retirements training is held to prepare the Company’s employees kurun waktu 5 (lima) tahun lagi
who will face retirement. dapat mengikuti pelatihan ini
disesuaikan dengan kebutuhan dan
jenis pelatihan
All employees who will retire
within the next 5 (five) years
can participate in this training
according to the needs and type
of training
8 Knowledge Knowledge Management ditujukan untuk mendorong karyawan agar terus Seluruh Karyawan dapat mengikuti
Management konsisten, berpartisipasi, dan berkontribusi secara aktif dalam penerapan pelatihan ini disesuaikan dengan
pembelajaran digital. kebutuhan dan jenis pelatihan
Knowledge Management is intended to encourage employees to continue All employees can participate in
to be consistent, participate and contribute actively in the application of this training according to the needs
digital learning. and type of training
Realisasi pelaksanaan Learning & Development pada bulan The realization of Learning & Development in January-
Januari-Desember tahun 2019 adalah sebagai berikut: December 2019 is as follows:
Training Durasi (hari) Total Peserta Keterangan

No
Training Duration (days) Total Participant Information
Formal
1 In House Program Magister SBM ITB 730 33

In-House Master Program of School of Business and Management from
Bandung Institute of Technology (SBM-ITB)
2 In House Program Magister Universitas Padjajaran (UNPAD) 730 36

In-House Master Program from Padjajaran University (UNPAD)
3 Program Magister Management Telkom University 730 11

Master of Management Program from Telkom University
4 MSc TIP Nanyang Technology University 360 1

Master of Science Technopreneurship and Innovation Programme
(MSc TIP) from Nanyang Technological University
5 Program Magister Management Universitas Gadjah Mada 730 1

Master of Management from Gadjah Mada University
6 Program MM-MBA Aviation Business, UI-Coventry University 730 1

MM-MBA in Aviation Business Program, UI-Coventry University
Mandatory
1 Diklat Initial Junior Avsec Batch VII 20 19

Education and Training of Initial Junior Avsec Batch VII
2 Diklat Initial Senior Avsec Batch VI 25 25

Education and Training of Initial Senior Avsec Batch VI


No
Mandatory
3 Diklat Initial Senior Avsec Batch VII 20 25

Education and Training of Initial Senior Avsec Batch VII
4 Diklat Junior PKP-PK Batch IX 30 20

Education and Training of Junior RFFS Batch IX
5 Diklat Junior PKP-PK Batch X 30 20

Education and Training of Junior RFFS Batch X
6 Refreshing Course & Recurrent Senior Avsec Batch 1 2019 (BP3 Curug) 5 25
Refreshing Course & Recurrent of Senior Avsec Batch 1 2019 (BP3 Curug)
7 Refreshing Course & Recurrent Junior Avsec Batch 1 2019 (BP3 Curug) 5 25
Refreshing Course & Recurrent of Junior Avsec Batch 1 2019 (BP3 Curug)
21 Refreshing Course & Recurrent Senior Avsec Batch 1 2019 (ATKP Medan) 5 25
Refreshing Course & Recurrent of Senior Avsec Batch 1 2019 (ATKP Medan)


No
Mandatory
22 Refreshing Course & Recurrent Junior Avsec Batch 1 2019 (ATKP Medan) 5 25
Refreshing Course & Recurrent of Junior Avsec Batch 1 2019 (ATKP Medan)
24 Refreshing Course & Recurrent Senior Avsec Batch 2 2019 (ATKP Medan) 5 15
Refreshing Course & Recurrent of Senior Avsec Batch 2 2019 (ATKP Medan)
29 Refreshing Course & Recurrent Junior Avsec KC Bandara Depati Amir 2019 3 8
Refreshing Course & Recurrent of Junior Avsec of Depati Amir Airport
Branch Office 2019
30 Refreshing Course & Recurrent Senior Avsec KC Bandara Depati Amir 2019 3 7
Refreshing Course & Recurrent of Senior Avsec of Depati Amir Airport
Branch Office 2019
31 Refreshing Course & Recurrent Junior Avsec KC Bandara Supadio 2019 3 12

Refreshing Course & Recurrent of Junior Avsec of Supadio Airport
Branch Office 2019
32 Refreshing Course & Recurrent Senior Avsec KC Bandara Supadio 2019 3 4

Refreshing Course & Recurrent of Senior Avsec of Supadio Airport
Branch Office 2019
33 Pelatihan TCC A2B 20 10

TCC A2B Training
34 Pelatihan Radiotelephony 10 21
Radiotelephony Training
35 Pelatihan Listrik Tegangan Tinggi Batch 2 18 10

High-Voltage Electrical Training Batch 2
36 Refreshing dan Ujian Lisensi Basic PKP-PK KC Bandara Tjilik Riwut 3 10

Refreshing and License Exam of Basic RFFS of Tjilik Riwut Airport
Branch Office
37 Pelatihan Initial Senior Avsec Batch VIII 20 24

Initial Senior Avsec Training Batch VIII
38 Pelatihan Initial Senior Avsec Batch IX 20 25

Initial Senior Avsec Training Batch IX
39 Pelatihan Senior PKP-PK Batch VIII 30 20

Senior RFFS Training Batch VIII


No
Mandatory
40 Pelatihan Senior PKP-PK Batch IX 30 20

Senior RFFS Training Batch IX
41 Pelatihan Junior PKP-PK Batch XI 30 20

Junior RFFS Training Batch XI
42 Pelatihan TCC TRD 20 13

TCC TRD Training
43 TCC FSU (Fasilitas Sisi Udara) 20 3

TCC FSU (Airside Facilities)
44 Refreshing Course Junior Avsec - BP3 Curug Batch 8 5 23

Refreshing Course of Junior Avsec - BP3 Curug Batch 8
45 Refreshing Course Senior Avsec - BP3 Curug Batch 8 5 17

Refreshing Course of Senior Avsec - BP3 Curug Batch 8
46 Refreshing Course Junior Avsec KC BTJ 2 15

Refreshing Course of Junior Avsec of BTJ Branch Office
47 Refreshing Course Junior Avsec KC PKU 5 20

Refreshing Course of Junior Avsec of PKU Branch Office
48 Refreshing Course Senior Avsec KC PKU 5 7

Refreshing Course of Senior Avsec of PKU Branch Office
49 Refreshing Course Junior Avsec KC PDG 2 20

Refreshing Course of Junior Avsec of PDG Branch Office
50 Refreshing Course Senior Avsec KC PDG 2 7

Refreshing Course of Senior Avsec of PDG Branch Office
51 Refreshing Course Junior Avsec KC PLM 2 7

Refreshing Course of Junior Avsec of PLM Branch Office
52 Refreshing Course Senior Avsec KC PLM 2 18

Refreshing Course of Senior Avsec of PLM Branch Office
53 Refreshing Course Junior Avsec KC DJB 2 0

Refreshing Course of Junior Avsec of DJB Branch Office
54 Refreshing Course Senior Avsec KC DJB 2 0

Refreshing Course of Senior Avsec of DJB Branch Office
55 Refreshing Course Junior Avsec KC BDO 2 20

Refreshing Course of Junior Avsec of BDO Branch Office
Non Mandatory
1 Refreshing General Instructor Course 5 25

Refreshing General Instructor Course
2 Kegiatan Evaluasi Peserta Pelatihan Quality Management System 1 20

for Avsec Trainer
Participants Evaluation for Training of Quality Management System
for Avsec Trainer


No
Non Mandatory
3 Pelatihan Training of Trainer Program Pencegahan HIV/AIDS 2 22

Training of Trainer Program of HIV/AIDS Prevention
4 Pelatihan Basic Contact Center 2 25

Basic Contact Center Training
5 Refreshment Course Key User SAP HCM 6 21

Refreshment Course of SAP Key User of HCM
6 Refreshment Course Key User SAP HCM Cabang 2 60

Refreshment Course of SAP Key User of HCM Branch
7 Sosialisasi & In-House Training GCG thn 2019 yg diselenggarakan 2 22 Komite Pemantau
oleh PT AP2 tgl 2 s.d 3 Mei 2019 Manajemen Risiko
2019 GCG Socialization & In-House Training GCG which was held by Risk Management
PT AP2 on May 2-3, 2019 Monitoring Committee
8 Workshop SNI ISO 37001-Sistem Manajemen Anti Penyuapan 2 21 Komite Pemantau

Workshop of SNI ISO 37001 – Anti-Bribery Management System Manajemen Risiko
Risk Management
Monitoring Committee
9 Pembaharuan Kepustakaan Unit Airport Engineering Development 0

Renewal of Literature of Airport Engineering Development Unit
10 Sertifikasi Instruktur Keamanan Penerbangan 2 10

Aviation Safety Instructor Certification
11 Refreshment Key User SAP Modul REM 5 28

Refreshment of SAP Key User of REM Module
12 Pelatihan Perpajakan Program Kemitraan dan Bina Lingkungan 2 35

Taxation Training for Partnership and Community Development Program
13 Sketch Up & Lumion 3 6

Sketch Up & Lumion
14 Workshop Future Trainer Batch 1 2 25

Workshop of Future Trainer Batch 1
15 Workshop Future Trainer Batch 2 2 25

Workshop of Future Trainer Batch 2
16 Pelatihan User experience (UX) Design 24 1

User experience (UX) Design Training
17 Pelatihan brevet pajak AB 42 2

Brevet pajak A&B Training
18 Pelatihan Safety Investigation 3 25

Safety Investigation Training
19 ToT Design Sprint 2 11

ToT Design Sprint
20 Pelatihan dan Uji Sertifikasi LSP TIK 4 17

LSP TIK Certification Training and Test


No
Non Mandatory
21 Pelatihan Interpretasi KPKU 3 30 Komite Pemantau

Superior Performance Assessment Criteria (KPKU) Interpretation Training Manajemen Risiko
Risk Management
22 Pelatihan Bimbingan Teknis dan Sertifikasi Pengadaan Barang dan/atau 14 37

Jasa Tahun 2019 (off line class)
Training of Technical Guidance and Certification of Procurement of
Goods and/or Services 2019 (off-line class)
23 Pelatihan In-House Airport Slot & Coordination Training 4 23

In-House Training of Airport Slot & Coordination
24 Digital Mindset Thinkshop 1 55

Digital Mindset Thinkshop
25 Sertifikasi Manajemen Proyek (Ahli Muda) Batch 1 4 11

Project Management Certification (Associate Degree) Batch 1
26 Sertifikasi Manajemen Proyek (Ahli Muda) Batch 2 4 20

Project Management Certification (Associate Degree) Batch 2
27 Pelatihan Wawancara Berbasis Kompetensi KC TNJ 1 12

Competency Based Interview Training of TNJ Branch Office
28 Pelatihan Wawancara Berbasis Kompetensi KC DTB 1 8

Competency Based Interview Training of DTB Branch Office
29 Pelatihan Wawancara Berbasis Kompetensi KC BWX 1 6

Competency Based Interview Training of BWX Branch Office
30 Pelatihan Wawancara Berbasis Kompetensi KC PKU 1 22

Competency Based Interview Training of PKU Branch Office
31 Pelatihan Wawancara Berbasis Kompetensi Kantor Pusat Batch 1 1 20

Competency Based Interview Training of of Head Office Batch 1
32 Pelatihan Wawancara Berbasis Kompetensi Kantor Pusat Batch 2 1 10

Competency Based Interview Training of of Head Office Batch 2
33 USAID Bijak (Satwa Liar) Batch 1 1 30

USAID Bijak (Wildlife) Batch 1
34 USAID Bijak (Satwa Liar) Batch 2 1 30

USAID Bijak (Wildlife) Batch 2
35 Workshop Transform Ranger 2 48

Workshop of Transform Ranger
36 Pelatihan Digital Thousands Squad Batch 1 1 100

Digital Thousands Squad Training Batch 1
37 Business Judgemet Rule 1 50

Business Judgemet Rule
38 Sharing Session Korupsi dan Konsekuwensinya 1 63

Sharing Session of Corruption and its Consequencies


No
Non Mandatory
39 Pelatihan PMO Fundamental 3 8

Fundamental PMO Training
40 Perpanjangan Sertifikasi BNSP Personil IT Tahun 2019 1 19

BNSP Certification Extension of IT Personnel 2019
41 Pelatihan Training of Trainer (ToT) tahun 2019 4 15

Training of Trainer (ToT) 2019
42 General Instructor Course 11 15

General Instructor Course
Leadership
1 Performance Session Leadership Greatness 1 14

Performance Session of Leadership Greatness
2 Follow Up Coaching Style Leadership 1 59

Follow Up Coaching of Leadership Style
3 Follow Up Coaching Style Leadership Batch 1 1 20

Follow Up Coaching of Leadership Style Batch 1









13 Airport Officer Leadership Program (AOLP) Batch 1 2019 96

Airport Officer Leadership Program (AOLP) Batch 1 of 2019

11



No
Leadership


Airport Officer Leadership Program (AOLP) Batch 6 of 2019 11

20 Airport Manager Leadership Program (AMLP) Batch 1 2019 10 25

Airport Manager Leadership Program (AMLP) Batch 1 of 2019
21 Airport Executive Leadership Program Batch 1 2019 8 24

Airport Manager Leadership Program Batch 2 of 2019
22 Airport Manager Leadership Program Batch 2 2019 8 25

23 Airport Manager Leadership Program Batch 3 2019 8 23

Reorientasi | Reorientation
1 Pelatihan Reorientasi Tahun Angkatan 1 2019 5 30

Reorientation Training Batch 1 of 2019



Substantif Dalam Negeri | Domestic Substantive
1 Workshop Infografis & Video Grafis 3 1

Workshop of Infographics & Videographics
2 Celemi Decision Base; Pulling in the same Strategic Direction 3 3

Celemi Decision Base; Pulling in the same Strategic Direction
3 Kursus Brevet Pajak C 19 1

Brevet Pajak C Course
4 Kursus Brevet Pajak A 35 2

Brevet Pajak A Course
5 KADIN Lunch Talk 1 1

KADIN Lunch Talk
6 Sertifikasi Manajemen Risiko Dana Pensiun 2 4 Komite Nominasi dan

Pension Fund Risk Management Certification Remunerasi
Nomination and
Remuneration Committee
7 One Day Workshop and Discussion: 'Merger, akuisisi, Spin-Off (Divestasi) 1 3

dan Pengelolaan Holding Company
One Day Workshop and Discussion: ‘Merger, acquisition, Spin-Off
(Divestment) and Management of Holding Company


No
8 "Tax Update & Tax Refresh 2019" ( Makin update Aturannya, Makin Aman 2 2
Pajaknya)
“Tax Update & Tax Refresh 2019” ( Makin update Aturannya, Makin Aman
Pajaknya)
9 Pelatihan Penulisan 1 1 Corporate Secretary

Writing Training
10 Apples & Oranges Business Finance for Everyone 2 2

Apples & Oranges Business Finance for Everyone
11 Pelatihan Assesor Preparation Course (APC) KPKU BUMN 2019 2 14 Komite Pemantau
Assessor Preparation Course (APC) Training of SOEs KPKU 2019 Manajemen Risiko
Risk Management
12 Organization Essentials Workshop Series 5 5

Organization Essentials Workshop Series
13 Pelatihan Nasional dan Sertifikasi ahli Pengadaan Barang dan Jasa 5 1

National Training and Expert Certification of the Procurement of Goods
and Services
14 Pelatihan Penyelasaian Permasalahan Hubungan Industrial yg 2 1 Komite Nominasi dan

diselenggarakan oleh PPM Manajemen Remunerasi
Industrial Relations Issues Resolution Training organized by Nomination and
PPM Manajemen Remuneration Committee
15 Human Centric Technology Google Analytics Training 1 4

Human Centric Technology Google Analytics Training
16 Pelatihan Customer Relation Management In Digital Industry 2 3

4.0 (E-CRM)
Training of Customer Relations Management In Digital Industry
4.0 (E-CRM)
17 Workshop Probity Audit 3 6 Diklat Kepala SPI

Workshop of Probity Audit Education and Training
of the Chief of Internal
Audit Unit
18 Workshop Current Audit atas Proses Pengadaan Barang/Jasa dan Proyek 3 2 Komite Audit
Investasi Audit Committee
Workshop of Current Audit on the Process of Procurement of Goods/
Services and Investment Projects
19 Workshop Mencegah Korporasi Terjangkit Korupsi 1 2

Workshop of Preventing Corporations from Corruption
20 Bincang Publik Persaingan Usaha dalam Industri Penerbangan 2 2

Public Talk of Business Competition in the Aviation Industry
21 Future Digital Economy Conference 1 2

Future Digital Economy Conference
22 Workshop HCM (Human Capital Management) with Big Data 1 1

Workshop of HCM (Human Capital Management) with Big Data
23 Digital Talk Agile Leadership 1 2

Digital Talk Agile Leadership


No
24 Publik Persaingan Usaha dalam Industri Penerbangan 1 2

Public Talk of Business Competition in the Aviation Industry
25 SKKNI Assessment Center 1 2

SKKNI Assessment Center
26 Post Course Workshop for Transformational Business Leadership Course 5 1

Post Course Workshop for Transformational Business Leadership Course
27 Celemi Apples & Orange; Business Finance for Everyone 2 1

Celemi Apples & Orange; Business Finance for Everyone
28 Diskusi Panel Digital DNA yang diselenggarakan oleh Telkom University 1 1

Panel Discussion of Digital DNA organized by Telkom University
29 Workshop BUMN dan Anak Usaha 1 3 Corporate Secretary

Workshop of SOEs and Subsidiaries
30 Human Resource Information System (HRIS) 2 2

Human Resource Information System (HRIS)
31 Pelatihan The Juniper Networks Certified Associate Junos yang 2 5

diselenggarakan oleh Hendevande Training Partner
Training of The Juniper Networks Certified Associate Junos organized
by Hendevande Training Partner
32 Pelatihan Manajemen Umum Dana Pensiun Angkatan CLXVIII yang 5 1 Komite Nominasi dan
diselenggarakan oleh ADPI tgl 18 s.d 22 Maret 2019 Remunerasi
Pension Fund General Management Training Batch CLXVIII organized Nomination and
by ADPI on March 18-22, 2019 Remuneration Committee
33 Diklat Data Science Part Time Class Course July yg diselenggarakan olh 2 2
Purwadhika Kirana Nusantara a.n Yudha A, dkk (2org) tgl 29 Juli s.d 23
Des 2019 di Purwadhika Campus BSD
Education and Training of Data Science, Part Time Class Course July
organized by Purwadhika Kirana Nusantara in the name of Yudha A, dkk
(2 people) on July 29 – December 23, 2019 at Purwadhika Campus BSD
34 Seminar Nasional Internal Audit (SNIA) yg diselenggarakan oleh Yayasan 2 1 Komite Audit
Internal Audit a.n Prayoedi Herlebeng tgl 24-25 April 2019 bertempat di Audit Committee
Palembang
Internal Audit National Seminar (SNIA) organized by Internal Audit
Foundation in the name of Prayoedi Herlebeng on April 24-25, 2019 in
Palembang
35 Workshop Annual Report Berbasis Kriteria ARA yg diselenggarakan oleh 2 2 Corporate Secretary
Komnas Kebijakan Governance (KNKG)
Workshop of Annual Report Based on ARA Criteria organized by National
Committee on Governance (KNKG)
36 Pelatihan Negotiation Skill for Business Tahun 2019 3 1

Negotiation Skill for Business Training 2019
37 Pelatihan Legislative Drafing Basic Level 2 1 Corporate Secretary

Legislative Drafting Training Basic Level
38 Workshop "Create a Culture of Feedback" 1 2

Workshop “Create a Culture of Feedback”


No
39 Workshop "Why First Level Leader Fails" 1 1

Workshop “Why First Level Leader Fails”
40 Workshop BUMN dan Anak Usaha 1 2

Workshop SOEs and Subsidiaries
41 Audit Kecurangan 5 1 Komite Audit

Fraud Audit Audit Committee
42 Workshop Aktuaria 2019 2 2

Workshop of Actuarial 2019
43 Seminar Kasus Hukum dan Pencegahan Pemidanaan Pengurus 1 1 Corporate Secretary

Korporasi Th 2019
Seminar on Legal Cases and Prevention of Corporate Management
Criminalization 2019
44 Finnon Understanding Statement & Powerful Business Presentation 3 2

Finnon Understanding Statement & Powerful Business Presentation
45 Pelatihan Dasar-Dasar Audit 2019 10 2 Komite Audit

Audit Basic Training 2019 Audit Committee
46 Pelatihan Sertifikasi Profesional Financial Modeller 6 1

Profesional Financial Modeller Certification Training
47 Pelatihan action learning program service blueprint 3 2

Action learning program of service blueprint training
48 Basic + Advanced Design Innternational Design School 16 1

Basic + Advanced Design Innternational Design School
49 Placement Test IELTS Preparation 1 3

Placement Test of IELTS Preparation
50 Business Process Redesign 2 1

Business Process Redesign
51 Strategic Alliances in Digital Era 2 1

Strategic Alliances in Digital Era
52 Pelatihan Practical Problem Solving 2019 2 1

Practical Problem Solving Training 2019
53 Koordinator Permagangan di Industri 1 1

Internship Coordinator in Industry
54 Career Development Management 2 1

Career Development Management
55 Pelatihan Data Science Course Class 90 2

Data Science Course Class Training
56 Pelatihan Sertifikasi Profesional Financial Modeller yang 20 1

diselenggarakan oleh MM UGM bekerjasama dengan International
Financial Modelling Institute (IFMI)
Profesional Financial Modeller Certification Training organized by MM of
Gadjah Mada University in cooperation with the International Financial
Modelling Institute (IFMI)


No
57 IELTS Preparation 1 2
IELTS Preparation
58 Pelatihan Effective Training Management 2 4

Effective Training Management
59 Pelatihan Dasar-Dasar AMDAL-A 5 1

Environmental Impact Assessment (AMDAL)-A Basic Training
60 Impact Evaluation of Training Program 2 1

Impact Evaluation of Training Program
61 Sertifikasi Manajemen Umum Dana Pensiun 5 2 Komite Nominasi dan

Pension Fund General Management Certification Remunerasi
Nomination and
62 Strategic Business Analysis 2 1

Strategic Business Analysis
63 Designing an Exceptional Customer Experience 3 2

Designing an Exceptional Customer Experience
64 Creative Course 16 1
Creative Course
65 11th Indonesia HR Summit 4 2

11th Indonesia HR Summit
66 Business Strategic Management 2 1

Business Strategic Management
67 Certified Risk Governance Professional 3 1 Komite Pemantau

Certified Risk Governance Professional Manajemen Risiko
Risk Management
68 BUMN di Tengah Pusaran Millenial & Digital Disruption 1 2

SOEs in the Middle of Millenial & Digital Disruption
69 Business Judgement Rule II 1 4

Business Judgement Rule II
70 Kehumasan di Era #MO 2 2 Corporate Secretary

Public Relations in the Era of #MO
71 Excellence Public Speaking 1 2 Corporate Secretary

Excellence Public Speaking
72 Pelatihan Data Science Course Class 90 2

Data Science Course Class Training
73 Building Service Culture 3

Building Service Culture
74 Pelatihan Kebijakan Pemeriksaan Pajak yang diselenggarakan oleh 2 1

Formasi Tax Training
Tax Audit Policy Training organized by Formasi Tax Training


No
75 Pelatihan Penyusunan Business Development & Feasibility Study 2 3

Preparation Training of Business Development & Feasibility Study
76 Workshop memahami isu-isu kritis transaksi merger, akuisisi & spin-off 2 6

BUMN/Anak Perusahaan BUMN yang diselenggarakan oleh Koran BUMN
Workshop of Understanding Critical Issues of Merger, Acquisition & Spin-
off Transactions of SOEs/ SOEs Subsidiaries organized by Koran BUMN
77 Training Public Corporate Culture Specialist 3 3

Training Public Corporate Culture Specialist
78 Business Development Planning 2 5

Business Development Planning
79 Sertifikasi BNSP SDM 2 3

BNSP HC Certification
80 Communication Skills for Supervisors & Managers 2 1

Communication Skills for Supervisors & Managers
81 Customer Service Orientation Enhancement 2 2

Customer Service Orientation Enhancement
82 Pelatihan Designing Standard Operatinal Procedure 2 2

Designing Standard Operatinal Procedure Training
83 Pelatihan HR for Non HR 3 2

HR for Non HR Training
84 Certified Risk Management Officer (CRMO) 4 1 Komite Pemantau

Certified Risk Management Officer (CRMO) Manajemen Risiko
Risk Management
85 Certified Risk Management Proffesional (CRMP) 5 3 Komite Pemantau

Certified Risk Management Professional (CRMP) Manajemen Risiko
Risk Management
86 Perpajakan Tax Update dan PPH 21 2 2

Tax Update and Article 21 Income Tax
87 The Strategic Formula of CX (Customer Experience) 5 1

The Strategic Formula of CX (Customer Experience)
88 HR Management, Design, & Evaluation 2 2

HR Management, Design, & Evaluation
89 Hubungan Kerja Perjanjian Kerja Waktu Tertentu (PKWT) 2 2

Employment Relations of Certain Period Employment Contract (PKWT)
90 Workshop & Jambore PR Indonesia (JAMPIRO) 2 2 Corporate Secretary

Workshop & Jamboree of PR Indonesia (JAMPIRO)


No
91 ASEAN CPA Conference 2 1

ASEAN CPA Conference
92 IELTS Preparation 1 2
IELTS Preparation
93 Legal Training; Holdingisasi BUMN menurut Hukum PT 1 6

Legal Training; SOEs Holding according to Company Law
94 Workshop penanganan & strategi arbitrase international yang 3 3 Corporate Secretary

diselenggarakan oleh intrinsics QQ
Workshop of handling & strategy of international arbitration organized
by intrinsics QQ
95 One Day Public Training Excellent Public Speaking Skills yang 1 3 Corporate Secretary
diselenggarakan oleh PT Trikata Esa Karsa (TALKINC)
One Day Public Training Excellent Public Speaking Skills organized by PT
Trikata Esa Karsa (TALKINC)
96 Penyelesaian Perselisihan Hubungan Industrial 3 2 Komite Nominasi dan

Settlement of Industrial Relations Disputes Remunerasi
Nomination and
97 Workshop Dangerous Goods (DGR) IATA 1 3

Workshop of Dangerous Goods (DGR) IATA
98 Pelatihan Pemberdayaan Masyarakat Keselamatan - Safety Management 5 2

System (SMS)
Safety Community Empowerment Training - Safety Management System
(SMS)
99 Pelatihan Pemberdayaan Masyarakat Keselamatan - Human Factor 6 4

Safety Community Empowerment Training - Human Factor
100 Knowledge Management Summit Indonesia 2019 2 3

Knowledge Management Summit Indonesia 2019
101 Seminar motivasi kesehatan 1 10

Health Motivation Seminar
102 Workshop Holding Company BUMN 2 8 Corporate Secretary

Workshop of SOEs Holding Company
103 Pelatihan Service Management 5 1

Service Management Training
104 Diklat UI/UX (customer experience) oleh Markplus Institute 3 3

Education and Training of UI/UX (customer experience) by
Markplus Institute
105 Managing Innovation For Growth 3 1

Managing Innovation For Growth


No
106 2nd global conference on multidisciplinary academic research 3 10

2nd global conference on multidisciplinary academic research
107 The 1st International Multidisciplanary Conference on Education, 3 1

Technology & Engineering (IMCETE)
The 1st International Multidisciplanary Conference on Education,
Technology & Engineering (IMCETE)
108 Pelatihan PSAK 71, 72 & 73 2 3

SFAS 71, 72 & 73 Training
109 Pelatihan Extraordinary General Affairs 1 3

Extraordinary General Affairs Training
110 Corporate Event Management 2 4 Corporate Secretary

Corporate Event Management
111 Dasar-dasar Audit 10 1 Komite Audit

Audit Basics Audit Committee
112 Pelatihan developing digital & social media strategis for business 3 2
Training of developing digital & social media strategis for business
113 Workshop IAI tentang PSAK 72 & 73 2 2

Workshop of IAI on SFAS 72 & 73
114 Pelatihan negotiation skill for business 3 3

Training of negotiation skill for business
115 Pelatihan Designing Standard Operating Procedure (SOP) 2 2

Training of Designing Standard Operating Procedure (SOP)
116 Program Master Class Risk Governance & Risk Beyond 3 1 Komite Pemantau
Master Class Program of Risk Governance & Risk Beyond Manajemen Risiko
Risk Management
117 Certified Corporate Learning Technologist Program 12 2

Certified Corporate Learning Technologist Program
118 Digital Mindset Measurement 2 1

Digital Mindset Measurement
119 Pelatihan Effective Social Media Marketing 2 1

Training of Effective Social Media Marketing
120 Pelatihan Key Account Management 2 1

Training of Key Account Management
121 Pelatihan Handling Customer's Complaint 1 1

Training of Handling Customer’s Complaint
122 Pelatihan Public Speaking (Communication) & Presentation Skill 2 1 Corporate Secretary
a.n Debby Syajadtra
Training of Public Speaking (Communication) & Presentation Skill in
the name of Debby Syajadtra


No
123 Pelatihan Public Speaking (Communication) & Presentation Skill 2 1 Corporate Secretary
a.n Fakhri
Training of Public Speaking (Communication) & Presentation Skill in
the name of Fakhri
124 Workshop Merger Akuisisi & Holdingisasi 2 4

Workshop of Merger, Acquisition & Holding
125 Program Certified Contact Center Manager (CCCM) 4 1

Certified Contact Center Manager (CCCM) Program
126 Pelatihan Driver service Excellent & Defensive Driving Batch 1 2 6

Training of Driver service Excellent & Defensive Driving Batch 1
127 Pelatihan Driver service Excellent & Defensive Driving Batch 2 2 6

Training of Driver service Excellent & Defensive Driving Batch 2
128 Pelatihan Aplikasi Microsoft Project dalam Perencanaan dan 3 3

Pengendalian Proyek
Training of Microsoft Project Application in Project Planning and Control
129 Pelatihan Talent Management Implementation 1 1

Talent Management Implementation Training
130 Pelatihan audit operasional & assessment 9 0 Komite Audit

Operational Audit Training & Assessment Audit Committee
Substantif Luar Negeri | Overseas Substantive
1 Global Innovation in Aviation Summit 3 2

Global Innovation in Aviation Summit
2 2nd Customer Experience Management for Airports Summit 2019 2 4

2nd Customer Experience Management for Airports Summit 2019
3 Smart Airport South East Asia 2 4

Smart Airport South East Asia
4 Inter Airport South East Asia 2 2

Inter Airport South East Asia
5 Workshop Asuransi Asset di London 2 4

Workshop of Assets Insurance in London
6 Symposium on Implementation of the New Global Reporting Format for 3 1

runaway Surface Condition di Montreal, Canada
Symposium on Implementation of the New Global Reporting Format for
runaway Surface Condition di Montreal, Canada
7 ACI 11th Annual Airport economics & Finance Conference & Exhibition 3 1 Pelatihan Direksi
di London Board of Directors Training
ACI 11th Annual Airport economics & Finance Conference & Exhibition in
London
8 2 Days Intensive Workshop on Business Valuation 2 2

2 Days Intensive Workshop on Business Valuation


No
Pre-Services
1 Pelatihan Orientasi KMPg tahun 2019 5 70

KMPg Orientation Training 2019
2 Pelatihan Orientasi KMPg tahun 2019 (Diklat Teknis License) 30 54

KMPg Orientation Training 2019 (Technical License Education and Training)
Others
1 Permagangan Mahasiswa 383

Student Internships
Learning & Development Index PT Angkasa Pura II (Persero) Learning & Development Index of PT Angkasa Pura II (Persero)
adalah sebagai berikut: is as follows:
Nama Jumlah Satuan

No
Name Total Unit
1 Development Rate (Employee Trained/Headcount) 63% Persen | Percent
2 Training investment (Training Cost/Headcount) Rp11.342.215 Per Employee
3 Training Cost Factor (Training Cost Realisation/Employee Trained) Rp14.419.776 Per Employee
4 Training Cost Allocation (Training Cost/Employee Expense) 3% Persen | Percent
Tabel Jumlah Inhouse dan Public Training Table Number of In-house and Public Training
Dari sisi jumlah training, selama tahun 2019 telah In terms of the number of training, throughout 2019 was held
diselenggarakan pelatihan dalam bentuk Inhouse Training training in the form of In-house Training and Public Training
dan Public Training sebagai berikut: as follows:
Nama Jumlah Training Jumlah Peserta (orang)

No
Name Number of Training Number of Participants (people)
1 Inhouse Training 126 3172
2 Public Training 138 325
3 Formal 6 83

Sistem Pengembangan Karir

Career Development System
Pengembangan karir dilaksanakan dengan tujuan Career development is carried out with the aim of increasing
meningkatkan motivasi kerja dan sebagai wujud pengakuan work motivation and as a form of recognition of the
terhadap peran karyawan serta kompetensi yang dimiliki employee’s role and competencies in supporting the duties
dalam menunjang tugas Perseroan. PT Angkasa Pura II of the Company. PT Angkasa Pura II (Persero) implements
(Persero) menerapkan pola karir karyawan didasari pada employee career patterns based on the suitability between
kesesuaian antara kualifikasi karyawan dengan persyaratan employee qualifications and job requirements. Fulfillment of
jabatan. Pengisian formasi dan pengembangan karir career formation and development is carried out selectively
dilaksanakan secara selektif dan terbuka tanpa diskriminasi and openly without any discrimination (gender, race,
(gender, ras, suku, agama), dengan memprioritaskan sumber ethnicity, religion), by prioritizing sources from within the
dari dalam Perseroan dengan memperhatikan prestasi kerja, Company through performances, abilities and competencies
kemampuan dan kompetensi karyawan. of employees.
Pengembangan karir dilaksanakan dengan tujuan

meningkatkan motivasi kerja dan sebagai wujud
pengakuan terhadap peran karyawan serta kompetensi
yang dimiliki dalam menunjang tugas Perseroan
Career development is carried out with the aim of increasing work

motivation and as a form of recognition of the employee’s role and
competencies in supporting the duties of the Company
Pengembangan karir dapat berupa: Career development can be:

1. Promosi, merupakan alih tugas karyawan dari 1. Promotion, is the transfer of duties of employees from
satu jabatan ke jabatan lain yang lebih tinggi kelas one position to another in a higher class position in
jabatannya baik dalam satu lingkungan unit kerja/ either a work unit/branch environment, or between
cabang, maupun antar unit kerja/cabang atau afiliasi work units/branches or affiliates of the Company or
Perseroan atau anak perusahaan. its subsidiaries.
2. Rotasi, merupakan alih tugas karyawan dari satu jabatan 2. Rotation, is the transfer of duties of employees from
ke jabatan lain yang mempunyai tanggung jawab dan one position to another that has relatively equal
beban tugas relatif sama/setara dan tidak berdampak responsibilities and workloads and does not have an

pada perubahan kelas jabatan, baik dalam satu impact on class changes in position, either within a
lingkungan unit kerja/cabang, maupun antar unit kerja/ work unit/branch environment, or between work units/
cabang atau afiliasi Perseroan atau anak perusahaan. branches or affiliates of the Company or its subsidiaries.
Selain dari 2 (dua) pola tersebut, pengembangan karir Apart from these 2 (two) patterns, employee career
karyawan di lingkungan PT Angkasa Pura II (Persero) dapat development within PT Angkasa Pura II (Persero) can be carried
dilakukan dengan mekanisme program orientasi kerja out with a work orientation program mechanism (internships).
(magang). Berdasarkan tujuan yang hendak dicapai maka Based on the objectives to be achieved, the work orientation
program orientasi kerja (magang) dapat dilakukan antara lain: program (internships) can be carried out including:
1. Pengayaan wawasan/program pengembangan; atau 1. Enrichment of insight/development program; or
2. Pengisian formasi 2. Formation fulfillment
Kewenangan penyelenggaraan program orientasi kerja The authority to administer the work orientation program
(magang) dimaksud dapat dibedakan sebagai berikut: (internships) referred can be distinguished as follows:
1. Kewenangan Kantor Pusat 1. Head Office Authority
Dilakukan bila program magang dilakukan di area kerja Conducted if the internships program is carried out
Kantor Pusat ataupun Kantor Divisi, pengisian formasi in the work area of Head Office or Division Office,
lintas fungsi kerja hingga lintas area kantor cabang; fulfillment of formation across work functions to the
cross-branch office area;
2. Kewenangan Kantor Cabang 2. Branch Office Authority
Kantor Cabang dapat menyelenggarakan program Branch Office may administer internships program
magang secara mandiri apabila masih di lingkungan independently if they are still in the internal
internal fungsi kerja dan dalam rangka pengayaan environment of work functions and in the framework
wawasan lintas fungsi kerja di kantor cabangnya of enriching the insight across work functions in their
masing-masing. respective branch offices.

Sistem Manajemen Penilaian Kinerja

Performance Appraisal Management System
Perseroan menilai bahwa penilaian kinerja merupakan The Company considers that performance appraisal is a
tanggung jawab bersama untuk mendukung kesuksesan shared responsibility to support the success of the Company’s
kinerja bisnis Perseroan dan keberhasilan setiap individu business performance and the success of each individual
karyawan. Dalam rangka mendukung penilaian kinerja employee. In order to support the performance appraisal,
tersebut, korporat berusaha membangun infrastruktur corporates are working to develop an objective performance
penilaian kinerja yang objektif dan berbasis data digital yang appraisal infrastructure based on digital data known as the
dikenal sebagai Sistem Manajemen Penilaian Kinerja. Performance Appraisal Management System.
Sistem Manajemen Penilaian Kinerja merupakan alat evaluasi The Performance Appraisal Management System is an
pencapaian target dan tujuan yang harus dicapai oleh seluruh evaluation tool for achieving the targets and objectives that
Karyawan maupun satuan kerja yang disusun berdasarkan must be achieved by all employees and work units based on
visi, misi dan tujuan jangka panjang Perseroan serta KPI PT the vision, mission and long-term objectives of the Company

Angkasa Pura II (Persero). Penilaian Kinerja masing-masing and KPI of PT Angkasa Pura II (Persero). Performance
individu Karyawan yang dilaksanakan secara objektif, Appraisal of each individual employee are carried out in an
berjenjang, periodik, dan transparan. objective, tiered, periodic, and transparent.
Penilaian kinerja merupakan tanggung jawab bersama

untuk mendukung kesuksesan kinerja bisnis Perseroan
dan keberhasilan setiap individu karyawan
Performance appraisal is a shared responsibility to support the

success of the Company’s business performance and the success of
each individual employee
Sistem Manajemen Penilaian Kinerja tersebut dituangkan The Performance Appraisal Management System is embedded
dalam aplikasi SAP yang disebut sebagai Performance in an SAP application called the Performance Management
Management System (PMS). PMS adalah sarana untuk System (PMS). PMS is a means to align the Company’s
menyelaraskan langkah kebijakan dan sasaran Perseroan policies and objectives with individual targets so that mutual
dengan sasaran individu sehingga terjadi kesepakatan agreement between employees who are assessed by their
bersama antara karyawan yang dinilai dengan atasan direct supervisor/appraisal officer regarding Individual KPIs
langsung/pejabat penilai mengenai KPI Individu yang harus that must be achieved and the competencies that must be
dicapai dan kompetensi yang harus dimiliki dalam suatu possessed in a measurable and clear assessment.
penilaian 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 instrument through the
tahapan perencanaan, bimbingan dan penilaian dengan stages of planning, guidance and assessment based on
berbasis sistem teknologi informasi. Sistem yang digunakan information technology systems. The system used in the
dalam melakukan penilaian adalah PMS Online, yaitu aplikasi appraisal is PMS Online, which is a PMS application that uses
PMS yang menggunakan sistem berbasis internet yang dapat internet-based system that can be accessed by all employees
diakses oleh semua karyawan PT Angkasa Pura II (Persero). of PT Angkasa Pura II (Persero).

Kesejahteraan dan Jaminan Sosial

Welfare and Social Security
Dalam rangka melaksanakan amanat Undang-undang In order to carry out the mandate of the Manpower Act
ketenagakerjaan serta mempertahankan Karyawan, and to retain Employees, Angkasa Pura II always strives to
Angkasa Pura II senantiasa berupaya terus meningkatkan continuously improve the welfare of Employees through
kesejahteraan Karyawan melalu pemberian remunerasi yang remuneration that can be explained as follows:
dapat dijelaskan sebagai berikut:
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 lain- (performance, attendance, skills, etc.) consisting of:
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 Licence 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) consisting 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).
4. Ketenagakerjaan; 4. Employment;
a. Subsidi iuran Tunjangan Hari Tua (THT) dan a. Subsidies for Old-Age Security Benefits and
Manfaat Pensiun; Pension 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 benefits)
terdiri dari: consisting of:
a. Pelayanan kesehatan; a. Healthy services;
b. Pakaian Seragam Dinas dan Pakaian Olahraga; b. Office Uniforms and Sportwear;

c. Pengembangan Karyawan; c. Employee Development;

d. Promote Life Balance (olah raga, olah rasio, olah roh, d. Promote Life Balance (sports, exercise,
dan olah rasa). spiritual, taste).
Program Pensiun
Pension Programs
Pemberian jaminan hari tua atau pensiun merupakan salah Providing old-age security or pension benefits is one form
satu bentuk penghargaan Perseroan atas loyalitas karyawan. of the Company’s appreciation for employee loyalty. This
Jaminan ini juga memberi ketenangan bagi seluruh karyawan benefits also provides composure to all employees who work
yang bekerja di Angkasa Pura II, dengan demikian mereka in Angkasa Pura II, thus they are more motivated in working.
lebih termotivasi dalam berkarya.
Pensiun karyawan Angkasa Pura II ditetapkan pada usia The retirement of Angkasa Pura II’s employees is set at the
56 tahun. Bagi karyawan yang telah berusia 55 tahun age of 56 years old. For employees who are 55 years old can
dapat mengambil Masa Persiapan Pensiun (MPP). Dalam take the Pension Preparation Period (MPP). In the Pension
Masa Persiapan Pensiun, Angkasa Pura II memberikan Preparation Period, Angkasa Pura II provides entrepreneurial
pelatihan wirausaha dan pelatihan purna bakti, sehingga training and retirement training, so it is expected that
diharapkan dengan para karyawan dapat mempersiapkan employees can prepare themselves in the future.
diri di masa mendatang.
Karyawan yang telah memasuki usia purna bakti (56 Employees who have entered the retirement age (56 years
tahun), diberikan kompensasi sesuai peraturan. Sedangkan old) are compensated according to the regulations. While
karyawan tetap yang diikutsertakan dalam Program Hari Tua permanent employees who are included in the Old-Age
(JHT) mendapatkan Kompensasi Jaminan Hari Tua sesuai Security Benefits (JHT) Program receive Old-Age Security
Undang-undang Ketenagakerjaan yang berlaku Benefits Compensation in accordance with applicable
Labor Law.
Hubungan Industrial
Industrial Relations
PT Angkasa Pura II senantiasa membina hubungan industrial PT Angkasa Pura II continues to foster industrial relations in
sesuai dengan peraturan ketenagakerjaan yang berlaku. accordance with applicable labor regulations. Every industrial
Setiap perselisihan hubungan industrial diselesaikan relations dispute is resolved with reference to applicable
dengan mengacu pada perundang-undangan yang berlaku. legislation. The Company constantly pays attention to

Perseroan senantiasa memperhatikan setiap pengaduan atau any employee complaints related to work relations and
keluhan karyawan yang berkaitan dengan hubungan kerja dan employment practices.
praktik kepegawaian.
Untuk menciptakan hubungan industrial yang harmonis, To create harmonious, dynamic and equitable industrial
dinamis dan berkeadilan antara Perseroan dan Karyawan, relations between the Company and its Employees, the
Perseroan membuat kesepakatan Bersama dalam bentuk Company entered into a joint agreement in the form of
Perjanjian Kerja Bersama (PKB). Tujuannya adalah menjamin a Collective Labor Agreement (CLA). The objective is to
kepastian hak dan kewajiban dengan saling mengakui ensure the certainty of rights and obligations by mutually
keberadaan masing-masing pihak, untuk meningkatkan recognizing the existence of each party, to improve the
motivasi/produktivitas kerja yang berdaya guna sehingga motivation/productivity of effective work so as to ensure
menjamin terlaksananya tata kelola perusahaan yang baik the implementation of good and right corporate governance.
dan benar.
Di dalam PKB diatur mengenai Hubungan Kerja, Manajemen The CLA regulates on the Work Relations, HC Management,
SDM, Waktu Kerja, Kesejahteraan Karyawan, Cuti Karyawan, Working Time, Employee Welfare, Employee Leave, Industrial
Hubungan Industrial, Keselamatan dan Kesehatan Kerja. Relations, Occupational Safety and Health. Every 2 (two)
Setiap 2 (dua) tahun sekali dilaksanakan perundingan PKB years, CLA negotiations are held to review the material in
untuk mereview materi yang diatur dalam PKB. the CLA.
Dampak Keuangan Pengelolaan SDM

Financial Impact of HC Management
Biaya pengelolaan SDM untuk kompensasi karyawan HC management costs for employee compensation in 2019
pada tahun 2019 berjumlah Rp1.600.498.393.144 amounting to Rp1,600,498,393,144 increased compared to
meningkat dibandingkan dengan tahun 2018 sebesar 2018 with Rp1,383,426,349,568.
Rp1.383.426.349.568,-.
Untuk pelaksanaan program pelatihan dan pendidikan For the implementation of training and education programs
selama tahun 2019, Angkasa Pura II mengalokasikan throughout 2019, Angkasa Pura II allocated funds amounting
dana sebesar Rp65.104.316.355 mengalami peningkatan to Rp65,104,316,355 increased compared to 2018 with
dibandingkan tahun 2018 sebesar Rp53.552.107.003,-. Rp53,552,107,003.

ANALISA DAN
PEMBAHASAN
MANAJEMEN

05

Aset Ekuitas
Asset Equity
Rp 44,00 Rp 24,44
Triliun
Triliun || Billion
Trillion Triliun
Triliun || Billion
Trillion
Pendapatan Laba Tahun Berjalan

Revenue Current Year Profit
Rp 11,08 Rp 1,01
Triliun
Triliun || Billion
Trillion Triliun
Triliun || Billion
Trillion
Tinjauan Ekonomi dan Industri

Economic and Industrial Review
Perekonomian Global dan Nasional Global and National Economy

Secara umum pertumbuhan ekonomi dunia pada tahun In general, global economic growth in 2019 will slow down,
2019 melambat, yang menyebabkan ketidakpastian pasar which will cause uncertainty in global financial markets.
keuangan global. Isu sentral dalam perekonomian global Central issues in the global economy include a trade war
di antaranya adalah perang dagang antara Amerika Serikat between the United States (US) and China. The impact of
(AS) dengan Tiongkok. Dampak dari perang dagang tersebut the trade war caused a reduction in the volume of world
menyebabkan berkurangnya volume perdagangan dunia trade which slowed the pace of world economic growth.
yang memperlambat laju pertumbuhan ekonomi dunia. The IMF predicts that global economic growth in 2019 will
IMF memprediksi pertumbuhan ekonomi global pada only be at 3.0%. Bank Indonesia forecasts world economic
tahun 2019 hanya berada pada level 3,0%. Bank Indonesia growth of 3.0% in 2019, declining from 3.6% in 2018, and then
memperkiraan pertumbuhan ekonomi dunia sebesar 3,0%

pada 2019, menurun dari 3,6% pada 2018, dan kemudian limited recovering to 3.1% in 2020, supported by growth in
pulih terbatas menjadi 3,1% pada 2020, ditopang dengan developing countries.
pertumbuhan negara berkembang.
Menurut Bank Indonesia, pertumbuhan ekonomi Indonesia According to Bank Indonesia, Indonesia’s economic growth
tetap berdaya tahan di tengah kinerja perekonomian dunia remains resilient amid the slowing performance of the world
yang melambat. Pertumbuhan ekonomi keseluruhan economy. Overall economic growth in 2019 remained good
tahun 2019 tetap baik yakni 5,02%, meskipun lebih rendah at 5.02%, although it was lower than the 2018 achievement
dibandingkan dengan capaian tahun 2018 sebesar 5,17%. of 5.17%. The economic growth was supported by domestic
Pertumbuhan ekonomi tersebut ditopang oleh permintaan demand that remained good while export performance
domestik yang tetap baik sedangkan kinerja ekspor menurun. declined. Overall developments in 2019 were achieved after
Perkembangan keseluruhan tahun 2019 dicapai setelah in the fourth quarter of 2019 economic growth was recorded
pada triwulan IV 2019 pertumbuhan ekonomi tercatat 4,97% at 4.97% (yoy), slowing slightly compared to the previous
(yoy), sedikit melambat dibandingkan dengan pertumbuhan quarter’s growth of 5.02% (yoy).
triwulan sebelumnya sebesar 5,02% (yoy).
Pertumbuhan ekonomi 2019 banyak ditopang oleh Economic growth in 2019 is largely supported by maintained
permintaan domestik yang tetap terjaga sedangkan ekspor domestic demand while exports decline in line with slowing
menurun sejalan dengan melambatnya permintaan global global demand and falling global commodity prices.
dan menurunnya harga komoditas global. Permintaan Maintained domestic demand is influenced by stable
domestik yang terjaga dipengaruhi stabilnya konsumsi rumah household consumption which grew 5.04% in 2019, not much
tangga yang tumbuh 5,04% pada 2019, tidak banyak berbeda different from the previous year’s growth of 5.05%. Maintained
dengan pertumbuhan pada tahun sebelumnya sebesar household consumption is driven by controlled inflation
5,05%. Konsumsi rumah tangga yang terjaga didorong inflasi and a good level of consumer confidence. Consumption of
yang terkendali dan tingkat keyakinan konsumen yang tetap Nonprofit Household Institutions (LNPRT) increased from
baik. Konsumsi Lembaga Nonprofit Rumah Tangga (LNPRT) 9.10% in 2018 to 10.62%, driven by the positive impact
meningkat dari 9,10% pada tahun 2018 menjadi 10,62%, the 2019 elections. Domestic demand was also supported
didorong dampak positif penyelenggaraan pemilu 2019. by a remained high investment, especially investment in
Permintaan domestik juga didukung oleh investasi yang buildings which grew 5.37%, not much different from the
tetap tinggi, terutama investasi bangunan yang tumbuh 2018 performance of 5.41%. From the Business Field (BF)
5,37%, tidak jauh berbeda dari kinerja 2018 sebesar 5,41%. point of view, economic growth in 2019 will be driven mainly
Dari sisi Lapangan Usaha (LU), pertumbuhan ekonomi tahun by BF performance in tertiary sector services, particularly the
2019 terutama didorong kinerja LU jasa-jasa di sektor tersier, communication and information sector, the financial and
terutama sektor komunikasi dan informasi, sektor jasa insurance services sector and other service sectors.
keuangan dan asuransi dan sektor jasa lainnya.
Perekonomian Indonesia tahun 2019 diukur berdasarkan Indonesia’s economy in 2019 is measured based on Gross
Produk Domestik Bruto (PDB) atas dasar harga berlaku Domestic Product (GDP) at current prices reaching Rp15,833.9
mencapai Rp15.833,9 triliun dan PDB Perkapita mencapai trillion and GDP per Capita reaching Rp59.1 Million or US
Rp59,1 Juta atau US$4.174,9. Ekonomi Indonesia tahun 2019 $ 4,174.9. Indonesia’s economy in 2019 grew by 5.02%,
tumbuh 5,02%, lebih rendah dibanding capaian tahun 2018 lower than the achievements in 2018 of 5.17%. In terms
sebesar 5,17%. Dari sisi produksi, pertumbuhan tertinggi of production, the highest growth was achieved by Other
dicapai Lapangan Usaha Jasa Lainnya sebesar 10,55%. Services Business Field at 10.55%. In terms of expenditure,
Dari sisi pengeluaran, pertumbuhan tertinggi dicapai oleh the highest growth was achieved by the Consumption

Komponen Pengeluaran Konsumsi Lembaga Nonprofit Expenditures for Non-Profit Institutions serving Households
yang melayani Rumah Tangga (PK-LNPRT) yaitu sebesar Component (PK-LNPRT) by 10.62%.
10,62%.
Pertumbuhan Ekonomi
6,00
Indonesia
Indonesian Economic 5,75
Growth 5,50
5,17
Sumber data: 5,03 5,07 5,02
5,25
Badan Pusat Statistik (BPS) 4,88
Data Source: 5,00
The Central Bureau of
Statistics (BPS) 4,75
4,50
4,25
4,00
2015 2016 2017 2018 2019
Ekonomi Indonesia triwulan IV-2019 dibanding triwulan Indonesia’s economy in quarter IV-2019 compared to quarter
IV-2018 tumbuh 4,97% (y-on-y). Dari sisi produksi, IV-2018 grew by 4.97% (y-on-y). From the production side,
pertumbuhan didorong oleh semua lapangan usaha, growth was driven by all business fields, with the highest
dengan pertumbuhan tertinggi dicapai Lapangan Usaha Jasa growth being achieved by Other Service Businesses at 10.78%.
Lainnya sebesar 10,78 %. Dari sisi pengeluaran, pertumbuhan In terms of expenditure, the highest growth was achieved
tertinggi dicapai oleh Komponen Pengeluaran Konsumsi by the Household Consumption Expenditure Component
Rumah Tangga (PK-RT) sebesar 4,97%. Ekonomi Indonesia (PK-RT) of 4.97%. Indonesia’s economy in quarter IV-2019
triwulan IV-2019 dibanding triwulan III-2019 mengalami compared to quarter III-2019 experienced a contraction of
kontraksi sebesar 1,74% (q-to-q). Dari sisi produksi, hal 1.74% (q-to-q). From the production side, this is caused by
ini disebabkan oleh efek musiman pada Lapangan Usaha seasonal effects on the Agriculture, Forestry and Fisheries
Pertanian, Kehutanan, dan Perikanan yang mengalami Business Fields which decreased by 20.52%. From the
penurunan 20,52%. Dari sisi pengeluaran, disebabkan expenditure side, it was caused by the component of Goods
oleh komponen Ekspor Barang dan Jasa yang mengalami and Services Exports which contracted by 2.55%.
kontraksi sebesar 2,55%.
Struktur ekonomi Indonesia secara spasial tahun 2019 Indonesia’s spatial economic structure in 2019 is dominated
didominasi oleh kelompok provinsi di Pulau Jawa dan Pulau by provincial groups in Java and Sumatra. Java Island had the
Sumatera. Pulau Jawa memberikan kontribusi terbesar largest contribution to Gross Domestic Product, at 59.00%,
terhadap Produk Domestik Bruto, yakni sebesar 59,00%, followed by Sumatra Island at 21.32%, and Kalimantan Island
diikuti oleh Pulau Sumatera sebesar 21,32%, dan Pulau 8.05%.
Kalimantan 8,05%.
Industri Kebandarudaraan The Airport Industry

Tahun 2019 adalah tahun yang cukup menjanjikan bagi 2019 is a promising year for the national and international
industri penerbangan nasional maupun internasional, aviation industry, driven by the rapid growth of China’s

di-drive dari pesatnya pertumbuhan masyarakan ekonomi middle economic community which is a potential market
menengah Cina yang merupakan potensial market bagi for the aviation industry. Likewise with the Middle East with
industri penerbangan. Demikian juga dengan Timur Tengah its strong capital and geographical position that allows the
dengan modalnya yang kuat dan posisinya geografisnya yang Middle East to take a share of direct long-distance flights
memungkinkan Timur Tengah untuk mengambil pangsa pada between continents, especially to Asia.
penerbangan-penerbangan direct jarak jauh antar benua
terutama ke Asia.
Traffic Flows Sumber data | Source:

Traffic Flows Boeing CMO 2017-2036
Lokasi Pertumbuhan Pendapatan Passenger-Kilometers (dalam miliar)

Location Growth Revenue Passenger-Kilometers (in billion)
Wilayah Asia* 5,7%
Within China 6,1%
Within North America 2,6%
Within Europe 3,2%
Middle East-Asia 6,4%
Europe-Asia 4,5%
North Atlantic 2,9%
Latin America 6,2%
America - Latin America 5,6%
Transpacific 3,7%
Within/to CIS 4,5%
Europe - Latin America 4,3%
Africa - Europe 4,7%
0
500 1.000 1.500 2.000 2.500 3.000 3.500
*tidak termasuk perjalanan dalam wilayah Tiongkok 2017-2036 Added Traffic

*does not include travel within China 2016 2017-2036 Added Traffic

Berdasarkan data dari Boeing CMO 2017-2036 terlihat jelas Based on data from Boeing CMO 2017-2036, it is clear that
bahwa Cina merupakan pasar domestik terbesar di dunia China is the largest domestic market in the world and airlines
dan penerbangan di Asia akan menjadi pasar pergerakan in Asia will be the largest passenger movement market in
penumpang terbesar di dunia. the world.
Kondisi dunia ini juga berdampak pada sehatnya iklim This world condition also has an impact on the health of
bisnis penerbangan di Indonesia di tahun 2019, namun the aviation business climate in Indonesia in 2019, but the
industri penerbangan adalah industri yang sangat high aviation industry is a highly regulated industry so that the role
regulated sehingga peranan pemerintah sebagai regulator of the government as a regulator is very important to ensure
sangat penting untuk menjamin sustainability dari industri the sustainability of the aviation industry.
penerbangan.
Industri penerbangan memberikan dampak ekonomi yang The aviation industry provides a significant economic impact
cukup besar bagai suatu daerah atau negara. Industri for an area or country. The aviation industry is an economic
penerbangan merupakan simpul penggerak ekonomi karena driving force because it allows the movement of people and
memungkinkan terjadinya pergerakan orang dan barang goods in a short time and opens up large numbers of jobs for
dalam waktu yang singkat dan membuka lapangan pekerjaan the community.
dalam jumlah besar bagi masyarakat.
Dalam tahun yang akan datang industri penerbangan In the coming year the Indonesian aviation industry is
Indonesia diproyeksikan masih bertumbuh sebagai dampak projected to continue to grow as a result of the growth of the
pertumbuhan industri penerbangan di Asia dan Eropa serta aviation industry in Asia and Europe and the growth of the
pertumbuhan masyarakat ekonomi menengah di Indonesia. middle economic community in Indonesia.
Posisi Angkasa Pura II di Industri Kebandarudaraan Angkasa Pura II Position in the Airport Industry
Pergerakan Pesawat, Penumpang dan Kargo Aircraft, Passenger and Cargo Movement
Pergerakan pesawat, penumpang dan kargo PT Angkasa The movement of the 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 Perseroan melakukan supply demand strategy, the company carries out best effort
pendekatan-pendekatan terbaik (best effort) kepada approaches to airlines and local governments that have an
maskapai maupun pemerintah daerah yang berdampak impact on the positive growth of Angkasa Pura II air transport:
pada pertumbuhan positif angkutan udara Angkasa Pura II:
Tabel Kinerja Operasional Bandara Angkasa Pura II

Operational Performance Table of Angkasa Pura II Airport
Uraian Pertumbuhan (2019:2018)

2019 2018 2017 2016 2015
Description Growth (2019:2018)
Pergerakan Pesawat (dalam satuan Rute) -14,03% 736.640 856.886 821.188 723.799 632.418
Aircraft Movement (in Route units)
Pergerakan Penumpang (dalam ribuan Pax) -18,55% 90.779 111.453 105.484 95.175 84.292
Passenger Movement (in thousands of Pax)
Pergerakan Kargo (dalam Ton) -20,31% 759.923 953.606 816.950 743.337 739.689
Cargo Movement (in Tons)

Pergerakan pesawat pada tahun 2019 mencapai 736.640 The aircraft’s movements in 2019 reached 736,640 routes
rute didominasi penerbangan domestik sebesar 81,80%. dominated by domestic flights by 81.80%. The number of
Jumlah pergerakan penumpang yang menggunakan jasa passenger movements using flight services at Angkasa Pura
penerbangan di bandara-bandara Angkasa Pura II mencapai II airports reached 90.78 million pax, of which 78.38% of
sebanyak 90,78 juta pax, dimana 78,38% dari jumlah tersebut this was domestic passenger movements. While the cargo
merupakan pergerakan penumpang domestik. Sedangkan movement in 2019 was 759.92 million tons, of which 53.49%
pergerakan kargo tahun 2019, tercatat sebanyak 759,92 juta was the movement of domestic cargo. Aircraft movements,
ton, dimana 53,49% merupakan pergerakan kargo domestik. passenger and cargo flows in 2019 showed an increase
Pergerakan pesawat, arus penumpang dan kargo pada compared to the previous year. In general, in the last 5 years
tahun 2019 menunjukkan peningkatan dibandingkan tahun there has been a positive trend.
sebelumnya. Secara umum, dalam kurun waktu 5 tahun
terakhir masih menunjukkan tren positif.
Grafik Pergerakan Pesawat,

18%
Penumpang, dan Kargo 2019
Aircraft, Passengers, and Cargo
Movement Charts in 2019
47%
Pesawat Kargo
Plane Cargo
53 %
82
%
22
%
Penumpang
Intenasional
Passenger
International
Domestik 8%
7
Domestic
1. Pergerakan Pesawat 1. Aircraft Movement

Dalam kurun waktu 5 tahun terakhir, pergerakan pesawat In the past 5 years, aircraft movements have consistently
secara konsisten menunjukkan peningkatan baik untuk shown improvement for both domestic and international
rute domestik maupun rute internasional. Secara routes. In the corporation, the number of planes coming
korporasi, jumlah pesawat yang datang dan berangkat and departing from airports in the Angkasa Pura II region
dari bandara-bandara di wilayah Angkasa Pura II terus continues to grow with an aircraft movement average of
mengalami pertumbuhan dengan rata-rata pergerakan of 754,186 routes.
pesawat sebanyak 754.186 rute.
Realisasi pergerakan pesawat pada Tahun 2019 dari Realization of aircraft movements in 2019 from all airports
seluruh bandara yang dikelola oleh Angkasa Pura II managed by Angkasa Pura II amounting to 736,640
sebanyak 736.640 rute. Pergerakan tersebut terdiri routes. The movements consisted of 81.80% of domestic
dari 81,80% pergerakan pesawat domestik dan 18,20% aircraft movements and 18.20% of international aircraft
pergerakan pesawat internasional. Pertumbuhan movements. The growth of domestic and international

pergerakan pesawat domestik dan internasional sejak aircraft movements from 2015 to 2019 can be seen in the
Tahun 2015 hingga Tahun 2019 dapat dilihat pada grafik following graph:
berikut ini:
Grafik Pergerakan Pesawat Tahun 2015–2019

Aircraft Movement Charts in 2015–2019
Pergerakan Pesawat Domestik | Domestic Aircraft Movement
800.000 20%
700.000 15%
600.000 10%
500.000 5%
400.000 0
300.000 (5%)
200.000 (10%)
100.000 (15%)
0 (20%)
2015 2016 2017 2018 2019
Pergerakkan
Movement
518.920 608.649 693.439 721.439 602.588
Pertumbuhan
Growth
1% 17% 14% 4% (16%)
Pergerakan Pesawat Internasional | International Aircraft Movement
160.000 12%
140.000 10%
120.000 8%
100.000 6%
80.000 4%
60.000 2%
40.000 0
20.000 (2%)
0 (4%)
2015 2016 2017 2018 2019
Pergerakkan
Movement
114.128 115.150 127.749 135.447 134.052
Pertumbuhan
Growth
(4%) 1% 11% 6% (1%)
Pergerakan pesawat domestik sebanyak 602.588 The domestic aircraft movement is amounted to
rute, sedikit lebih rendah bila dibandingkan dengan 602,588 routes, slightly lower than the domestic aircraft
pergerakan pesawat domestik tahun 2018 sebanyak movement in 2018 is amounted to 721,439 routes. While
721.439 rute. Sedangkan capaian pergerakan pesawat the achievements of international aircraft movements in
internasional pada tahun 2019 sebanyak 134.052 rute 2019 is amounted to 134,052 routes experienced a slight
mengalami sedikit penurunan bila dibandingkan dengan decrease when compared to the international aircraft
pergerakan pesawat internasional pada tahun 2018 movements in 2018 is amounted to 135,447 routes.
sebanyak 135.447 rute.

2. Pergerakan Penumpang 2. Passenger Movement

Pergerakan penumpang baik penumpang kedatangan Passenger movements both arrivals and departures in
maupun keberangkatan pada tahun 2019 sebanyak 2019 are 90,779,230 pax passengers. The passengers
90.779.230 pax penumpang. Pergerakan penumpang movement consisted of 71,154,249 pax domestic
tersebut terdiri dari 71.154.249 pax penumpang passengers and 19,624,981 pax international passengers.
domestik dan 19.624.981 pax penumpang internasional. The growth of domestic and international passenger
Pertumbuhan pergerakan penumpang domestik dan movements from 2015 to 2019 can be seen in the
internasional sejak tahun 2015 hingga Tahun 2019 dapat following graph:
dilihat pada grafik berikut ini:
Grafik Pergerakan Penumpang Tahun 2015–2019

Passenger Movement Charts in 2015–2019
Pergerakan Penumpang Domestik | Domestic Passenger Movement
100.000.000 25%
90.000.000 20%
80.000.000 15%
70.000.000 10%
60.000.000 5%
50.000.000 0
40.000.000 (5%)
30.000.000 (10%)
20.000.000 (15%)
10.000.000 (20%)
0 (25%)
2015 2016 2017 2018 2019
Pergerakkan
Movement
68.789.336 79.004.067 87.062.181 91.882.921 71.154.249
Pertumbuhan
Growth
(1%) 15% 10% 6% (23%)
Pergerakan Penumpang Internasional | International Passenger Movement
20.000.000 15%
17.500.000 12%
15.000.000 9%
12.500.000 6%
10.000.000 3%
7.500.000 0
5.000.000 (3%)
2.500.000 (6%)
0 (9%)
2015 2016 2017 2018 2019
Pergerakkan
Movement
15.502.252 16.170.954 18.421.765 19.570.939 19.624.981
Pertumbuhan
Growth
(3%) 4% 14% 6% (0%)
Pergerakan penumpang domestik sebanyak 71.154.249 The domestic passengers movement was amounted
pax atau mencapai 77,44% terhadap pergerakan to 71,154,249 pax or reached 77.44% of the movement

penumpang domestik tahun 2018 sebanyak 91.882.921 of domestic passengers in 2018 amounted to
pax penumpang. Sedangkan capaian pergerakan 91,882,921 pax passengers. While the achievements
penumpang internasional pada tahun 2019 yang of international passenger movements in 2019 were
terealisasi sebanyak 19.624.981 pax penumpang atau realized to 19,624,981 pax passengers or the highest of
tertinggi dari lima tahun terakhir. Bila dibandingkan the last five years. When compared with the movement
dengan pergerakan penumpang internasional pada of international passengers in 2018 of 19,570,939
tahun 2018 sebanyak 19.570.939 penumpang, pergerakan passengers, the movement this year reached 100.28%.
di tahun ini mencapai 100,28%.
3. Pergerakan Kargo 3. Cargo Movement

Perkembangan bisnis kargo yang semakin kompetitif The development of an increasingly competitive cargo
terlihat dari semakin banyaknya perusahan yang business can be seen from the increasing number of
bergerak dalam jasa pengiriman barang. Hal ini sejalan companies engaged in freight forwarding services. This
dengan berkembangnya dunia industri, baik manufaktur is in line with the development of the industrial world,
maupun jasa yang terus berkembang pesat. Persaingan both manufacturing and services that continue to grow
tersebut semakin diramaikan dengan pemberian jasa rapidly. The competition is increasingly enlivened by the
pengiriman barang melalui kargo oleh maskapai- provision of cargo shipping services by airlines. In the
maskapai penerbangan. Dalam kurun waktu 5 tahun past 5 years, the average growth of cargo movements
terakhir, pertumbuhan pergerakan kargo secara rata-rata was 802,701 tons.
adalah sebanyak 802.701 ton.
Pergerakan kargo pada tahun 2019 dari bandar udara The movement of cargo in 2019 from the airports
yang dikelola oleh Angkasa Pura II sebanyak 759.923 managed by Angkasa Pura II was 759,923 tons.
ton. Realisasi pergerakan kargo domestik pada tahun Realization of domestic cargo movements in 2019 was
2019 sebanyak 406.452 ton dan pergerakan kargo 406,452 tons and international cargo movements in 2019
internasional pada tahun 2019 sebanyak 353.471 was amounted to 353,471 tons. The growth of domestic
ton. Pertumbuhan pergerakan kargo domestik dan and international cargo movements from 2015 to 2019
internasional sejak tahun 2015 hingga tahun 2019 dapat can be seen in the following chart:
dilihat pada grafik berikut ini:
Grafik Pergerakan Kargo Tahun 2015–2019

Cargo Movement Charts in 2015–2019
Pergerakan Kargo Domestik | Domestic Cargo Movement
700.000 40%
600.000 30%
20%
500.000
10%
400.000
0
300.000
(10%)
200.000
(20%)
100.000 (30%)
0 (40%)
2015 2016 2017 2018 2019
Pergerakkan
Movement
403.621 405.229 453.349 549.220 406.452
Pertumbuhan
Growth
(7%) 0% 12% 21% (31%)

Pergerakan Kargo Internasional | International Cargo Movement
450.000 12%
400.000 9%
350.000 6%
300.000 3%
250.000 0
200.000 (3%)
150.000 (6%)
100.000 (9%)
50.000 (12%)
0 (15%)
2015 2016 2017 2018 2019
Pergerakkan
Movement
336.068 338.108 363.600 404.387 353.471
Pertumbuhan
Growth
2% 1% 8% 11% (14%)
Pergerakan kargo domestik pada tahun 2019 sebanyak Domestic cargo movements in 2019 was 406,452 tons,
406.452 ton, mencapai 74,01% terhadap pergerakan reaching 74.01% of the domestic cargo movements in
kargo domestik tahun 2018 sebanyak 549.220 ton. 2018 of 549,220 tons. While the realization of international
Sedangkan pergerakan kargo internasional pada cargo movements in 2019 was amounted to 353,471 tons
tahun 2019 yang terealisasi sebanyak 353.471 ton or reached 87.41% of the international cargo movements
atau mencapai 87,41% terhadap pergerakan kargo in 2018 of 404,387 tons.
internasional pada tahun 2018 sebanyak 404.387 ton.

Tinjauan Operasional per Segmen Usaha

Operational Review per Business Segment
Penggunaan transportasi udara yang dinilai lebih efektif dan Air transport facilities have been considered very effective
efisien dari segi waktu tempuh, mengingat kondisi geografis and time-efficient especially for the geographical situation
Indonesia sebagai negara kepulauan yang luas. Hal ini tentu of as a vast archipelagic country. This certainly affects the
berpengaruh terhadap percepatan pertumbuhan ekonomi acceleration of economic growth in a more dynamic society
masyarakat yang lebih dinamis dan memberikan dampak and has an impact on strengthening people’s purchasing
terhadap penguatan daya beli masyarakat. power.
Dasar Penetapan Segmen Usaha Determination of Business Segment

Angkasa Pura II hadir untuk melaksanakan dan menunjang Angkasa Pura II present to implement and support policies
kebijakan dan program Pemerintah di bidang ekonomi and programs of the Government in the economic field and
dan pembangunan dalam menyelenggarakan usaha jasa in the development of airport service business and other
kebandarudaraan dan usaha-usaha lain yang terkait sesuai businesses related to the appropriate articles of association
anggaran dasar Perseroan. Dalam rangka memenuhi amanat of the Company. In order to fulfill the Government’s mandate
Pemerintah dan sebagai usaha mendorong pertumbuhan and as an effort to encourage national economic growth,
ekonomi nasional, Angkasa Pura II melakukan berbagai Angkasa Pura II made various efforts as follows:
upaya sebagai berikut:
1. Penyediaan, pengusahaan dan pengembangan 1. 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;
2. Penyediaan, pengusahaan dan pengembangan 2. Provision, operation and development of terminal
fasilitas terminal untuk pelayanan angkutan facilities for passenger, cargo and postal transportation
penumpang, kargo dan pos; services;

3. Penyediaan, pengusahaan dan pengembangan 3. Provision, operation and development of electronic,

fasilitas elektronika, navigasi, listrik, air dan instalasi navigation, electricity, water and waste disposal
limbah buangan; facilities;
4. Penyediaan jasa pelayanan penerbangan; 4. Provision of flight services;
5. Penyediaan lahan untuk bangunan, lapangan, dan 5. 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;
6. Penyediaan jasa konsultasi pendidikan dan pelatihan 6. Provision of education and training consulting services
yang berkaitan dengan kebandarudaraan; related to airports;
7. Penyediaan jasa pelayanan yang secara langsung 7. 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;
8. Penyediaan jasa pelayanan yang secara langsung atau 8. Provision of services that directly or indirectly support
tidak langsung menunjang kegiatan bandar udara airport activities which include lodging / hotel
yang meliputi jasa penyediaan penginapan/hotel, services, shop and restaurant provision services,
jasa penyediaan toko dan restoran, jasa penempatan motorized vehicle placement services, aviation-related
kendaraan bermotor, jasa penyediaan tempat rekreasi recreational services, aerospace aerospace services,
yang berhubungan dengan penerbangan, pameran general maintenance services and other services that
dirgantara keudaraan, jasa perawatan pada umumnya directly or indirectly support airport activities.
dan jasa lainnya yang secara langsung atau tidak
langsung menunjang kegiatan bandar udara.
Perseroan berkedudukan dan berkantor pusat di Bandara The Company is domiciled and headquartered at Soekarno-
Soekarno-Hatta, Tangerang, provinsi Banten. Perseroan Hatta International Airport, Tangerang, Banten province.
hingga tahun 2019 mempunyai 16 kantor cabang yang The Company until 2019 has 16 branch offices, each of which
masing-masing berkedudukan di bandar udara (bandara) is located in the airport (airport) managed The Company as
yang dikelola Perseroan sebagai berikut: follows:
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 Serdang; 5. Kualanamu International Airport, Deli 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;
8. Bandar Udara Internasional Sultan Iskandar Muda, 8. Sultan Iskandar Muda International Airport,
Banda Aceh; Banda 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, Palangkaraya; 15. Tjilik Riwut Airport, Palangkaraya;
16. Bandar Udara Kertajati, Subang. 16. Kertajati Airport, Subang.
Kinerja Operasi per Segmen Usaha Operation Performance per Business Segment
Angkasa Pura II telah melaporkan segmen-segmen usaha Angkasa Pura II has reported business segments in accordance
sesuai Penerapan Standar Akuntasi Keuangan (PSAK). Usaha with the Implementation of Financial Accounting Standards
Angkasa Pura II dikelompokkan berdasarkan divisi-divisi (FAS). Angkasa Pura II business is grouped based on operating
operasi yaitu aeronautika, non-aeronautika, kargo dan divisions, namely aeronautics, non-aeronautics, cargo and
lainnya dan kantor cabang. Namun demikian, secara umum others and branch offices. However, in general, the main
produksi utama Angkasa Pura II ditopang oleh produksi production of Angkasa Pura II is supported by the production
segmen usaha jasa aeronautika dan segmen usaha jasa of the aeronautical services business segment and the
non-aeronautika. Segmen Usaha Perseroan digambarkan non-aeronautical services business segment. The Company’s
dalam grafik berikut: Business Segments are depicted in the following graph:
Segment of Business Stream
01 02 03
Aeronautics Non-Aeronautics Cargo
Angkasa Pura II develops its Aircraft Service Angkasa Pura II provides Land Rent Angkasa Pura II has capitalized on strategic
business in airport services Passenger Service services that support the Concession business opportunity by operating a cargo
and optimal services Aviobridge airport service business Utility terminal since 2007. The company has formed
for its customers by Counter (Non-Aeronautics Vehicle Parking a strategic business unit that manages air
undertaking activities that business). Airport-related Airport Pass cargo services in every airport under its
support airport services, service provided by Etc. management. The company continues to
including: flight arrival and Angkasa Pura II designated enhance the quality of its cargo services in
departure service, plane to create security, safe and all of its airports, among other things by
placement and parking convenience aspects for expanding cargo warehouse facilities in order
service, flight passenger airport service users while to book growing shipment volume.
service, air-traffic control in the Airport premises. page 183
service, embarking and These airport-related
disembarking service, and services among others are
counter service. rental of space, warehouse,
page 173
land and other facilities,
concession activities,
vehicle parking, airport
pass and land provision
for building, field and
industry related with air
transportation continuity.
page 179

Segmen Usaha Jasa Aeronautika

Aeronautics Business Segments
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.
Aeronautics 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.
Produksi Jasa Aeronautika Aeronautical Service Production

Secara umum, realisasi kinerja produksi jasa aeronautika In general, the realization of the aeronautical service
tahun 2019 mengalami penurunan terhadap realisasi production performance in 2019 decreased towards
kinerja produksi jasa aeronautika tahun 2018 maupun the realization of the aeronautical service production
terhadap target yang ditetapkan pada tahun berjalan, hal ini performance in 2018 as well as to the target set in the current
dikarenakan adanya kebijakan maskapai menaikkan harga year, this is due to the airline’s policy of raising domestic
tiket domestik yang mengakibatkan minat dan daya beli ticket prices resulting in decreased public interest and
masyarakat menurun. Secara komposisi, pencapaian kinerja purchasing power. In composition, the achievement of
jasa aeronautika dikontribusi oleh pertumbuhan kinerja aeronautical service performance was contributed by the
pelayanan pendaratan sebesar 4,16%, pertumbuhan kinerja growth of landing service performance by 4.16%, passenger
pelayanan penumpang sebesar -17,59%, pertumbuhan service performance growth by -17.59%, aviobridge service
kinerja pelayanan pemakaian aviobridge sebesar -14,02% performance growth by -14.02% and growth of using counter
dan pertumbuhan kinerja pelayanan pemakaian konter service performance by -18 67%. The achievement of the

sebesar -18,67%. Capaian produksi aeronautika Perseroan company’s aeronautical production in 2019 can be seen in
pada Tahun 2019 dapat dilihat pada tabel berikut ini: the following table:
Tabel Produksi Segmen Usaha Jasa Aeronautika

Table of Aeronautical Services Production
Uraian Satuan Target 2019 Realisasi Pencapaian Pertumbuhan

Description Unit Target 2019 Realization Achievement Growth
2019 2018 Nominal %
Pelayanan Pendaratan | Landing Service
1. Domestik | Domestic Ton 74.453.070 72.158.229 71.055.050 96,92% 1.103.179 1,55%
2. Internasional | International Ton 31.295.607 33.192.982 30.087.705 106,06% 3.105.277 10,32%
3. Jumlah | Total Ton 105.748.676 105.351.211 101.142.755 99,62% 4.208.456 4,16%
Pelayanan Penumpang | Passenger Services
1. Domestik | Domestic Pax 52.341.664 32.436.991 41.732.200 61,97% -9.295.209 -22,27%
2. Internasional | International Pax 10.755.274 10.064.262 9.841.921 93,58% 222.341 2,26%
3. Jumlah | Total Pax 63.096.938 42.501.253 51.574.123 67,36% -9.072.870 -17,59%
Pemakaian Aviobridge | Usage of Aviobridge
1. Domestik | Domestic Pes 405.953 321.675 388.852 79,24% -67.177 -17,28%
2. Internasional | International Pes 113.077 104.233 106.503 92,18% -2.270 -2,13%
3. Jumlah | Total Pes 519.030 425.908 495.355 82,06% -69.447 -14,02%
Pemakaian Konter | Usage of Counter
1. Domestik | Domestic Pax 57.747.174 35.622.909 46.390.157 61,71% -10.767.248 -23,21%
2. Internasional | International Pax 10.859.767 10.142.794 9.878.171 93,40% 264.623 2,68%
3. Jumlah | Total Pax 68.606.941 45.765.703 56.268.328 66,71% -10.502.625 -18,67%
1. Pelayanan Pendaratan 1. Landing Service

Pelayanan pendaratan domestik tercapai 72.158.229 The domestic landing service reached 72,158,229
ton, naik 1.103.179 ton atau 1,55% dibandingkan tons, increased by 1,103,179 tons or 1.55% compared
pelayanan pendaratan domestik tahun sebelumnya to domestic landing service in the previous year of
sebanyak 71.055.050 ton, sedangkan terhadap target 71,055,050 tons, while on the 2019 target of 74,453,070
2019 sebanyak 74.453.070 ton tercapai sebesar tons was reached by 96.92%. The international landing
96,92%. Adapun pelayanan pendaratan internasional service reached 33,192,982 tons, increase by 3,105,277
tercapai 33.192.982 ton, naik 3.105.277 ton atau 10,32% tons or 10.32% compared to the previous year’s

dibandingkan pelayanan pendaratan internasional international landing service of 30,087,705 tons, while the
2019 sebelumnya sebanyak 30.087.705 ton, sedangkan 2019 target of 31,295,607 tons was reached by 106.06%.
terhadap target 2019 sebanyak 31.295.607 ton tercapai
sebesar 106,06%.
Bila dibandingkan dengan realisasi produksi pelayanan When compared with the realization of last year landing
pendaratan tahun lalu, realisasi produksi pelayanan service production, the realization of the year-end
pendaratan tahun 2019 mengalami kenaikan sebesar landing service production increased by 4.16%, while the
4,16%, sedangkan terhadap target tahun 2019 tercapai target of 2019 was achieved by 99.62%. In composition,
99,62%. Secara komposisi, kinerja tersebut didukung this performance was supported by the achievement of
pencapaian pelayanan pendaratan domestik sebesar domestic landing services by 68.49% and international
68,49% dan pelayanan pendaratan internasional landing services by 31.51%.
sebesar 31,51%.
Pelayanan Pendaratan 0 20.000.000 40.000.000 60.000.000 80.000.000 100.000.000 120.000.000
Landing Service
dalam ton | in tons 105.351.211
2019
101.142.755
2018
2. Pelayanan Jasa Penumpang 2. Passenger Services

Pelayanan penumpang domestik mencapai 32.436.991 Domestic passenger services reached 32,436,991 pax,
pax, turun 9.295.211 pax atau 22,27% dibandingkan decreased by 9,295,211 pax or 22.27% compared to
pelayanan penumpang domestik tahun sebelumnya domestic passenger services in the previous year of
sebanyak 41.732.202 pax, sedangkan terhadap target 41,732,202 pax, while for the 2019 target of 52,341,664
2019 sebanyak 52.341.664 pax tercapai sebesar pax was reached by 61.97%. The international passenger
61,97%. Adapun pelayanan penumpang internasional services reached 10,064,262 pax, an increase of 222,341
tercapai 10.064.262 pax, naik 222.341 pax atau 2,26% pax or 2.26% compared to the previous year international
dibandingkan pelayanan penumpang internasional passenger services of 9,841,921 pax, while of the 2019
tahun sebelumnya sebanyak 9.841.921 pax, sedangkan target of 10,755,274 pax was achieved by 93.58%.
terhadap target 2019 sebanyak 10.755.274 pax tercapai
sebesar 93,58%.
Kinerja pelayanan penumpang tahun 2019 mencapai The passenger services performance in 2019 reached
42.501.253 pax, turun 9.072.870 pax atau 17,59% 42,501,253 pax, decreased by 9,072,870 pax or 17.59%
terhadap kinerja pelayanan penumpang tahun 2018 of the 2018 passenger service performance of 51,574,123
sebesar 51.574.123 pax, sedangkan terhadap target pax, while for the 2019 target of 63,096,938 pax was
2019 sebanyak 63.096.938 pax tercapai sebesar 67,36%. achieved by 67.36%. In composition, the performance
Secara komposisi, kinerja tersebut didukung oleh was supported by the achievement of 76.32% domestic
pencapaian pelayanan penumpang domestik sebesar

76,32% dan pelayanan penumpang internasional passenger services and 23.68% international passenger
sebesar 23,68%. Penurunan kinerja pelayanan jasa services. The decline in passenger service performance
penumpang dikarenakan load factor penumpang yang is due to a decreased passenger load factor due to
menurun akibat kenaikan harga tiket maskapai sehingga rising airline ticket prices so that people’s interest and
minat dan daya beli masyarakat menurun. purchasing power is decreasing.
Pelayanan Penumpang 0 10.000.000 20.000.000 30.000.000 40.000.000 50.000.000 60.000.000
Passenger Services
42.501.253
dalam pax | in pax
2019
51.574.123
2018
3. Pemakaian Garbarata (Aviobridge) 3. U

se of Aviobridge
Pemakaian garbarata domestik tercapai 321.675 pes, The use of domestic aviobridge reached 321,675 pes,
turun 67.177 pes atau 17,28% dibandingkan pemakaian decreased by 67,177 pes or 17.28% compared to the
garbarata domestik tahun sebelumnya sebanyak 388.852 previous year’s domestic aviobridge usage of 388,852
pes, sedangkan terhadap target 2019 sebanyak 405.953 pes, while against the 2019 target of 405,953 pes was
pes tercapai sebesar 79,24%. Adapun pemakaian achieved by 79.24%. The use of international aviobridge
garbarata internasional tercapai 104.233 pes, turun 2.270 was 104,233 pes, decreased by 2,270 pes or 2.13%
pes atau 2,13% dibandingkan pemakaian garbarata compared to the previous year’s international aviobridge
internasional tahun sebelumnya sebanyak 106.503 pes, usage of 106,503 pes, while the target of 2019 was 113,077
sedangkan terhadap target 2019 sebanyak 113.077 pes pes was achieved by 92.18%.
tercapai sebesar 92,18%.
Kinerja pemakaian garbarata tahun 2019 mencapai The performance of the use of aviobridge in 2019
425.908 pes, turun 69.447 pes atau 14,02% terhadap reached 425,908 pes, decreased by 69,447 pes or 14.02%
kinerja pemakaian garbarata tahun 2018 sebesar of the performance of the use of aviobridge in 2018 of
495.355 pes, sedangkan terhadap target 2019 sebanyak 495,355 pes, while the target for 2019 of 519,030 pes was
519.030 pes tercapai sebesar 82,06%. Secara komposisi, achieved at 82.06%. In composition, the performance
kinerja tersebut didukung oleh pencapaian pemakaian was supported by the achievement of the use of domestic
garbarata domestik sebesar 75,53% dan pelayanan aviobridge by 75.53% and international aviobridge
pemakaian garbarata internasional sebesar 24,47%. service usage by 24.47%.
Pemakaian Garbarata 0 100.000 200.000 300.000 400.000 500.000
(Aviobridge)
Use of Aviobridge
425.908
dalam pes | in pes
2019
495.355
2018

4. Pemakaian Konter 4. Use of Counter

Pemakaian konter domestik tercapai 35.622.909 The domestic counter usage was reached 35,622,909 pax,
pax, turun 10.767.248 pax atau 23,21% dibandingkan decreased by 10,767,248 pax or 23.21% compared to the
pemakaian konter domestik tahun sebelumnya sebanyak previous year’s domestic counter usage of 46,390,157
46.390.157 pax, sedangkan terhadap target 2019 sebanyak pax, while against the 2019 target of 57,747,174 pax was
57.747.174 pax tercapai sebesar 61,69%. Adapun reached by 61.69%. The use of international counter
pemakaian konter internasional tercapai 10.142.794 pax, reached 10,142,794 pax, increased by 264,623 pax or
naik 264.623 pax atau 2,68% dibandingkan pemakaian 2.68% compared to the use of international counter in
konter internasional tahun sebelumnya sebanyak the previous year of 9,878,171 pax, while against the 2019
9.878.171 pax, sedangkan terhadap target 2019 sebanyak target of 10,859,767 pax was reached by 93.40%.
10.859.767 pax tercapai sebesar 93,40%.
Kinerja pemakaian konter tahun 2019 mencapai The usage performance of counters in 2019 was reached
45.765.703 pax, turun sebanyak 10.502.625 pax atau 45,765,703 pax, decreased by 10,502,625 pax or 18.67%
18,67% terhadap kinerja pemakaian konter tahun 2018 of the performance of the counters usage in 2018 of
sebesar 56.268.328 pax, sedangkan terhadap target 56,268,328 pax, while for the 2019 target of 68,606,941
2019 sebanyak 68.606.941 pax tercapai sebesar 66,71%. pax was achieved by 66.71%. In terms of composition,
Secara komposisi, kinerja tersebut didukung oleh this performance was supported by the achievement of
pencapaian pemakaian konter domestik sebesar 77,84% the use of domestic counters by 77.84% and the use of
dan pemakaian konter internasional sebesar 22,16%. international counters by 22.16%.
Pemakaian Konter 0 10.000.000 20.000.000 30.000.000 40.000.000 50.000.000 60.000.000
Use of Counter
45.765.703
dalam pax | in pax
2019
56.268.328
2018
Pendapatan Usaha Jasa Aeronautika Aeronautical Services Business Revenues

Pendapatan usaha segmen jasa aeronautika tahun 2019 Aeronautical service business revenue in 2019 was reached
mencapai Rp5,76 triliun, turun Rp250,31 miliar atau 4,16% Rp5.76 trillion, decreased by Rp250.31 billion or 4.16% of the
terhadap pendapatan usaha segmen jasa tahun 2018 sebesar service segment operating revenue in 2018 of Rp6.01 trillion.
Rp6,01 triliun. Pendapatan usaha segmen jasa aeronautika Aeronautical services business revenue contributed to the
memberikan kontribusi terhadap total pendapatan usaha Company’s total operating revenue of 51.96%.
Perseroan sebesar 51,96%.
Pendapatan Usaha Jasa Aeronautika (dalam Jutaan Rupiah)

Aeronautical Services Business Revenues (in Millions of Rupiah)
Uraian Target 2019 Realisasi Pencapaian Pertumbuhan

Description Target 2019 Realization Achievement Growth
2019 2018 Nominal %
Pelayanan Pendaratan | Landing Service 1.171.452 1.086.245 1.113.141 92,73% -26.896 -2,42%
Pelayanan Penumpang | Passenger Services 4.981.098 4.110.406 4.249.138 82,52% -138.732 -3,26%

Uraian Target 2019 Realisasi Pencapaian Pertumbuhan

Description Target 2019 Realization Achievement Growth
2019 2018 Nominal %
Pemakaian Aviobridge | Usage of Aviobridge 304.596 275.362 286.500 90,40% -11.138 -3,89%
Pemakaian Konter | Use of Counter 336.923 287.561 361.101 85,35% -73.540 -20,37%
Jumlah Pendapatan Aeronautika 6.794.068 5.759.575 6.009.880 84,77% -250.306 -4,16%

Total of Aeronautical Income
Secara komposisi, kontributor terhadap pendapatan In terms of composition, contributors to aeronautical services
usaha jasa aeronautika antara lain pendapatan pelayanan business revenues include passenger service revenues of
penumpang sebesar Rp4,11 triliun (71,37%), pendapatan Rp4.11 trillion (71.37%), landing service revenues of Rp1.09
pelayanan pendaratan sebesar Rp1,09 triliun (18,86%), trillion (18.86%), Aviobridge usage revenues of Rp275.36
pendapatan pemakaian aviobridge sebesar Rp275,36 miliar billion (4.78%) and counter usage revenue of Rp287.56 billion
(4,78%) dan pendapatan pemakaian konter sebesar Rp287,56 (4.99%).
miliar (4,99%).
Profitabilitas Jasa Aeronautika Aeronautical Services Profitability

Laba (rugi) segmen jasa aeronautika tahun 2019 mencapai Profit (loss) of aeronautical services segment in 2019 reached
Rp641,18 miliar, menurun sebesar Rp574,72 miliar atau Rp641.18 billion, a decrease of Rp574.72 billion or -47.27%
-47,27% terhadap laba (rugi) segmen jasa aeronautika tahun compared to profit (loss) in 2018 aeronautical service segment
2018 sebesar Rp1,22 triliun. Kontribusi laba (rugi) dari segmen amounting to Rp1.22 trillion. The contribution of profit (loss)
jasa aeronautika terhadap laba (rugi) Perseroan tahun 2019 from the aeronautical services segment to the Company’s
sebesar 63,66%, naik dibandingkan kontribusi laba (rugi) profit (loss) in 2019 was 63.66%, an increase compared to
dari segmen jasa aeronautika tahun 2018 sebesar 62,10%. the contribution of profit (loss) from the aeronautical service
segment in 2018 of 62.10%.
Profitabilitas segmen jasa aeronautika berdasarkan profit Profitability of the aeronautical services segment based on
margin (margin laba) tahun 2019 sebesar 11,13%, lebih rendah profit margin in 2019 was 11.13%, lower than the 2018 profit
dibandingkan profit margin tahun 2018 sebesar 20,23%. margin of 20.23%.
Laba (Rugi) Jasa Aeronautika 0 300.000 600.000 900.000 1.200.000 1.500.000
Aeronautical Services Profit

(Loss) 641.177
dalam miliar Rupiah
in billions Rupiah 2019
1.215.898
2018

Segmen Usaha Jasa Non-Aeronautika

Non-Aeronautics Services Business Segment
Usaha non-aeronautika merupakan

bidang usaha kebandarudaraan
yang menyediakan pelayanan jasa
penunjang penerbangan antara lain:
sewa ruang, pemasangan reklame,
parkir kendaraan, utilitas, sewa
tanah, lounge, pemeriksaan kargo,
pendapatan ICT, jasa logistik, pas
pelabuhan, jasa konstruksi, hotel
dan groundhandling serta lainnya.
Non-aeronautics business is an airport

business field that provides aviation
support services including: space rental,
billboard installation, vehicle parking,
utilities, land rent, lounges, cargo
inspection, ICT revenue, logistics services,
pas port, construction services, hotel and
groundhandling as well as others.
Produksi Jasa Non-Aeronautika Production of Non-Aeronautical Services

Secara umum, realisasi kinerja produksi jasa In general, the realization of non-aeronautical service
non-aeronautika tahun 2019 menunjukkan penurunan production performance in 2019 showed a decrease in line
seiring dengan penurunan produksi aeronautika with the decline in aeronautical production performance
terhadap realisasi kinerja produksi jasa non-aeronautika towards the realization of non-aeronautical service
tahun 2018. Secara komposisi, pencapaian kinerja jasa production performance in 2018. In composition, the
non-aeronautika dikontribusi oleh kinerja jasa reklame achievement of non-aeronautical service performance was
dengan pertumbuhan sebesar 49,21%, kinerja jasa konsesi contributed by the performance of advertisement services

dengan pertumbuhan sebesar 7,51%, kinerja jasa sewa with a growth of 49.21%, the performance of concession
tanah dengan pertumbuhan sebesar 2,20%. Capaian services with a growth of 7.51%, the performance of land
produksi non-aeronautika pada tahun 2019 dapat dilihat rental services with a growth of 2.20%. Non-Aeronautical
sebagaimana tabel berikut: production achievements in 2019 can be seen as the
following table:
Tabel Produksi Segmen Usaha Jasa Non-Aeronautika

Production Table of Non-Aeronautical Service Business Segments
Uraian Satuan Target 2019 Realisasi Pencapaian Pertumbuhan

Description Unit Target 2019 Realization Achievement Growth
2019 2018 Nominal %
Sewa-sewa | Lease
1. Sewa Ruang M2 1.463.552 1.324.374 1.534.301 90,49% -209.928 -13,68%

Rent Space
2. Sewa Gudang M2 141.260 114.170 784.081 80,82% -669.912 -85,44%

Warehouse Rent
3. Sewa Tanah M2 20.985.602 21.407.284 20.946.727 102,01% 460.557 2,20%

Land Rent
4. Sewa Tanah Diperkeras M2 944.888 1.225.196 1.302.297 129,67% -77.101 -5,92%

Hardened Land Leases
Reklame | Billboard M2 109.213 147.057 98.558 134,65% 48.499 49,21%
Konsesi Rp Juta 14.730.276 15.495.352 14.412.383 105,19% 1.082.969 7,51%

Concession Rp. Million
Throughput Fee Ribu Ltr 6.061.789 4.822.459 5.182.770 79,56% -360.311 -6,95%
Thousand Ltr
Parkir Kendaraan | Vehicle Parking
1. Parkir Mobil Jam 83.812.374 54.862.875 62.560.992 65,46% -7.698.117 -12,30%

Car Parking Hour
2. Parkir Motor Jam 29.748.707 41.572.329 54.411.030 139,74% -12.838.701 -23,60%

Motorcycle Parking Hour
Utilitas | Utillities
1. Sewa Listrik | Electricity Rental Kwh 78.195.181 85.022.379 83.819.974 108,73% 1.202.405 1,43%
2. Sewa Air | Water Lease M2 1.542.062 1.756.045 1.598.538 113,88% 157.507 9,85%
3. Sewa Telepon | Phone Rental Pes 3.243 2.606 2.985 80,36% -379 -12,70%
Pencapaian produksi non-aeronautika selama tahun 2019 The achievement of non-aeronautical production and cargo
adalah sebagai berikut: during 2019 is as follows:
1. Realisasi produksi sewa ruang tahun 2019 sebesar 1. Realization of space rental production in 2019
1.324.374 m² atau terealisasi turun 13,68% dari amounted to 1,324,374 m² or realized a decrease of
realisasi tahun sebelumnya sebesar 1.534.301 m², 13.68% from the realization of the previous year of
sedangkan terhadap target 2019 tercapai 90,49%. Hal 1,534,301 m², while the 2019 target was realized by

ini dipengaruhi oleh adanya pengembalian ruangan 90.49%. This is influenced by the return of space in
di Terminal 1C akibat relokasi penerbangan Citilink Terminal 1C due to the relocation of Citilink flights as
serta belum terjualnya area komersial ex Dutyfree dan well as ex Duty-free commercial areas and Lounge in
Lounge di terminal 2D & 2E. the 2D & 2E terminals has not been sold.
2. Realisasi produksi sewa gudang tahun 2019 sebesar 2. Realization of warehouse rental production in 2019
114.170 m² atau terealisasi turun 85,44% dari realisasi amounted to 114,170 m² or realized a decrease of
tahun sebelumnya sebesar 784.081 m², sedangkan 85.44% from the previous year’s realization of 784,081
terhadap target 2019 tercapai 80,82%. Hal ini m², while the 2019 target was realized by 80.82%. This
dipengaruhi oleh peralihan fungsi sebagian gudang was influenced by the shift in the function of some of
GATRANS di KC CGK menjadi sewa ruang seluas the GATRANS warehouses in KC CGK to 597m² of space
597 m² dan Berkurangnya jumlah mitra tenant duty rental and the reduced number of duty free terminal 2
free terminal 2 yang dikelola PT APK. tenant managed by PT APK.
3. Realisasi produksi sewa tanah tercapai sebesar 3. Realization of land rental production reached
21.407.284 m² atau terealisasi naik 2,20% dari realisasi 21,407,284 m² or realized an increase of 2.20% from the
tahun sebelumnya sebesar 20.946.727 m², sedangkan realization of the previous year of 20,946,727 m², while
terhadap target 2019 tercapai 102,01%. Hal ini towards the 2019 target was reached by 102.01%. This
dipengaruhi oleh terealisasinya kontrak kerjasama was influenced by the realization of PT Pertamina’s
sewa tanah PT Pertamina seluas 81.984 m² di KC KNO. land rental cooperation contract covering an area of
81,984 m² in KC KNO.
4. Realisasi produksi sewa tanah diperkeras terealisasi 4. Realization of hardened land rental production was
sebesar 1.225.196 m² atau terealisasi turun 5,92% dari realized at 1,225,196 m² or realized a decrease of 5.92%
realisasi tahun sebelumnya sebesar 1.302.297 m², from the realization of the previous year of 1,302,297 m²,
sedangkan terhadap target 2019 tercapai 129,67%. while towards 2019 the target was reached by 129.67%.
5. Realisasi reklame tercapai sebesar 147.057 m² atau 5. Realization of the billboards was 147,057 m² or
terealisasi naik 49,21% dari realisasi tahun sebelumnya increased by 49.21% from the previous year’s
sebesar 98.558 m², sedangkan terhadap target 2019 realization of 98,558 m², while against the 2019 target
tercapai 134,65%. Hal ini dipengaruhi oleh adanya was reached by 134.65%. This was influenced by the
kerjasama dengan pola Co-Branding di Terminal 1 dan collaboration with the Co-Branding pattern in Terminal
Terminal 2 KCU CGK. 1 and Terminal 2 KCU CGK.
6. Realisasi konsesi pada Tahun 2019 terealisasi Rp15,50 6. Realization of the concession in 2019 was realized at
triliun, naik 7,51% dari realisasi tahun sebelumnya Rp15.50 trillion, increased by 7.51% from the previous
sebesar Rp14,41 triliun, sedangkan terhadap target year’s realization of Rp14.41 trillion, while the 2019
2019 tercapai 105,19%. Hal ini disebabkan oleh adanya target was 105.19%. This is due to the realization of
realisasi tagihan hasil rekonsiliasi dengan GMF di KCU the reconciliation bill with GMF at the CGK KCU in
CGK pada bulan September. September.
7. Realisasi throughput fee tercapai 4.822.459 ribu liter, 7. Realization of throughput fee reached 4,822,459
turun 6,95% dari realisasi tahun sebelumnya sebesar thousand liters, decreased by 6.95% from the
5.182.770 ribu liter, sedangkan terhadap target 2019 realization of the previous year of 5,182,770 thousand
tercapai 79,56%. liters, while the target for 2019 was realized by 79.56%.
8. Parkir tercapai 96.435.204 jam, turun 17,56% dari 8. Parking reached 96,435,204 hours, decreased by
realisasi tahun sebelumnya sebesar 116.972.023 jam, 17.56% from the realization of the previous year at
sedangkan terhadap target 2019 tercapai 84,92%. 116,972,023 hours, while against the 2019 target it was
realized by 84.92%.
9. Realisasi produksi sewa listrik terealisasi 85.022.379 9. The realization of electricity rental the production
Kwh, naik 1,43% dari realisasi tahun sebelumnya was 85,022,379 Kwh, increased by 1.43% from the
sebesar 83.819.974 Kwh, sedangkan terhadap target realization of the previous year of 83,819,974 Kwh,
2019 tercapai 108,73%. while the target of 2019 was realized by 108.73%.

Pendapatan Usaha Jasa Non-Aeronautika Non-Aeronautical Services Business Revenues

Pendapatan usaha segmen jasa non-aeronautika tahun Non-Aeronautical service business revenue in 2019 reached
2019 mencapai Rp6,32 triliun, meningkat Rp282,09 Rp6.32 trillion, an increase of Rp282.09 billion or 4.67%
miliar atau 4,67% terhadap pendapatan usaha segmen from 2018 non-aeronautical service business revenue of
jasa non-aeronautika tahun 2018 sebesar Rp6,04 triliun. Rp6.04 trillion. Non-Aeronautical service business revenue
Pendapatan usaha segmen jasa non-aeronautika contributed to the Company’s total operating revenue of
memberikan kontribusi terhadap total pendapatan usaha 57.03%.
Perseroan sebesar 57,03%.
Pendapatan Jasa 0 1.000 2.000 3.000 4.000 5.000 6.000 7.000
Non-Aeronautika
Non-Aeronautical Services 6.321,20
Revenues
dalam miliar Rupiah 2019
in billions Rupiah
6.039,11
2018
Profitabilitas Jasa Non-Aeronautika Profitability of Non-Aeronautical Services

Laba (rugi) segmen jasa non-aeronautika tahun 2019 Profit (loss) of the non-aeronautical service segment in 2019
mencapai Rp1,37 triliun, menurun sebesar Rp275,87 reached Rp1.37 trillion, a decrease of Rp275.87 billion or
miliar atau 16,73% terhadap laba (rugi) segmen jasa 16.73% of the profit (loss) of the non-aeronautical service
non-aeronautika tahun 2018 sebesar Rp1,65 triliun. segment in 2018 amounting to Rp1.65 trillion. The contribution
Kontribusi laba (rugi) dari segmen jasa non-aeronautika of profit (loss) from the non-aeronautical service segment to
terhadap laba bersih Perseroan tahun 2019 sebesar 136,36%, the Company’s net profit in 2019 was 136.36%, higher than the
lebih tinggi dibandingkan kontribusi laba (rugi) dari segmen contribution of profit (loss) from the non-aeronautical service
jasa non-aeronautika tahun 2018 sebesar 84,24%. segment in 2018 amounted to 84.24%.
Laba (Rugi) Jasa 0 500 1.000 1.500 2.000
Non-Aeronautika
Profit (Loss) of 1.373,54
Non-Aeronautical Service
in billions Rupiah
1.649,41
2018
Profitabilitas segmen jasa non-aeronautika berdasarkan Profitability of the non-aeronautical service segments based
profit margin (margin laba) tahun 2019 sebesar 21,73%, on profit margin in 2019 was 21.73%, lower than the 2018
lebih rendah dibandingkan profit margin tahun 2018 sebesar profit margin of 27.31%.
27,31%.

Segmen Usaha Jasa Kargo

Cargo Services Business Segments
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 business service is one of the

airport business segments that provides
airport cargo service activities both for
domestic and international destinations.
Produksi Jasa Kargo Cargo Service Production

Secara umum, realisasi kinerja produksi jasa kargo tahun In general, the realization of cargo service production
2019 menunjukkan penurunan. Realisasi produksi jasa kargo performance in 2019 showed a decline. The realization of
terealisasi 788.331 ton, turun sebanyak 192.547 ton atau cargo service production was realized at 788,331 tons, a
19,63% dari realisasi produksi jasa kargo tahun sebelumnya decrease of 192,547 tons or 19.63% from the realization
sebanyak 980.878 ton, sedangkan terhadap target 2019 of the production of cargo services in the previous year of
tercapai 84,13%. Penurunan tersebut dikarenakan kenaikan 980,878 tons, while towards the 2019 target was reached by
tarif surat muatan udara (SMU) oleh Airlines sehingga volume 84.13%. The decline was due to an increase in air freight rates
pengiriman kargo via udara menurun. (SMU) by Airlines so that the volume of cargo shipments via
air was decreased.

Produksi Jasa Kargo 0 200.000 400.000 600.000 800.000 1.000.000
Cargo Service Production

dalam ton | in tons 937.062
Target 2019
2019 Target
788.331
Realisasi 2019
2019 Realization
980.878
Realisasi 2018
2018 Realization
Pendapatan Usaha Segmen Jasa Kargo Cargo Services Segment Business Revenues
Pendapatan usaha segmen jasa kargo tahun 2019 mencapai Cargo service segment operating revenue in 2019 reached
Rp737,27 miliar, meningkat Rp47,45 miliar atau 6,88% Rp737.27 billion, an increase of Rp47.45 billion or 6.88% of
terhadap pendapatan usaha segmen jasa kargo tahun 2018 the revenue in the cargo service segment in 2018 amounting
sebesar Rp689,82 miliar. Pendapatan usaha segmen jasa to Rp689.82 billion. Non-Aeronautical service segment
non-aeronautika memberikan kontribusi terhadap total operating revenues contributed to the Company’s total
pendapatan usaha Perseroan sebesar 6,61%. operating revenues of 6.61%.
Pendapatan Jasa Kargo 0 100 200 300 400 500 600 700 800
Cargo Service Revenue

dalam miliar Rupiah 737,27
in billions Rupiah
2019
689,82
2018
Profitabilitas Jasa Kargo Cargo Services Profitability

Laba (rugi) segmen jasa kargo tahun 2019 mencapai Rp362,24 Profit (loss) in the cargo service segment in 2019 reached
miliar, meningkat Rp28,80 miliar atau 8,64% terhadap laba Rp362.24 billion, an increase of Rp28.80 billion or 8.64% of the
(rugi) segmen jasa kargo tahun 2018 sebesar Rp333,43 miliar. profit (loss) in the cargo service segment in 2018 amounting
Kontribusi laba (rugi) dari segmen jasa kargo terhadap laba to Rp333.43 billion. The contribution of profit (loss) from the
(rugi) Perseroan tahun 2019 sebesar 35,96%, lebih tinggi cargo service segment to the Company’s profit (loss) in 2019
dibandingkan kontribusi laba (rugi) dari segmen jasa kargo was 35.96%, higher than the contribution of profit (loss) from
tahun 2018 sebesar 17,03%. the cargo service segment in 2018 amounted to 17.03%.

Laba (Rugi) Jasa Kargo 0 50 100 150 200 250 300 350 400
Cargo Service Profit (Loss)

in billions Rupiah
2019
333,43
2018
Profitabilitas segmen jasa kargo berdasarkan profit margin Profitability of the cargo service segment based on profit
(margin laba) tahun 2019 sebesar 49,47%, lebih tinggi margin in 2019 was 49.47%, higher than the profit margin in
dibandingkan profit margin tahun 2018 sebesar 48,34%. 2018 of 48.34%.

Tinjauan Keuangan
Financial Review
Uraian mengenai kinerja keuangan ini disusun berdasarkan The description of the financial performance is prepared
Laporan Keuangan Perseroan yang disajikan sesuai dengan based on the Company’s Financial Statements which are
prinsip-prinsip akuntansi keuangan yang berlaku umum di presented in accordance with generally accepted financial
Indonesia (PSAK) untuk tahun yang berakhir pada tanggal accounting principles in Indonesia (PSAK) for the year
31 Desember 2019. Laporan keuangan tersebut telah diaudit ended December 31, 2019. The financial statements have
oleh Kantor Akuntan Publik: Purwantono, Sungkoro & Surja been audited by a Public Accountant Office: Purwantono,
(a member firm of Ernst & Young Global Limited) dan Akuntan Sungkoro & Surja (a member firm of Ernst & Young Global
Publik: Moch. Dadang Syachruna dengan opini bahwa laporan Limited) and Public Accountants: Moch. Dadang Syachruna
keuangan terlampir menyajikan secara wajar, dalam segala with the opinion that the attached financial statements
hal yang material, posisi keuangan konsolidasian PT Angkasa present fairly, in all material respects, the consolidated
Pura II (Persero) dan entitas anaknya tanggal 31 Desember financial position of PT Angkasa Pura II (Persero) and its
2019, serta kinerja keuangan dan arus kas konsolidasiannya subsidiaries as of December 31, 2019, and the consolidated
untuk tahun yang berakhir pada tanggal tersebut, sesuai financial performance and cash flow for the year ended on
dengan Standar Akuntansi Keuangan di Indonesia. that date , in accordance with Financial Accounting Standards
in Indonesia.
Bahasan kinerja keuangan Angkasa Pura II, disampaikan The discussion of Angkasa Pura II’s financial performance is
dengan memperhatikan penjelasan pada catatan Laporan delivered by taking into account the explanation on the notes
Keuangan Konsolidasi dari pihak eksternal auditor tersebut of the external auditor’s Consolidated Financial Statements
sebagai bagian tidak terpisahkan dari Laporan Tahunan ini. as an integral part of this Annual Report. Discussions and
Bahasan serta analisis tentang kondisi keuangan ini disajikan analysis of financial conditions are presented in four sections
dalam empat bagian sebagai berikut: as follows:
1. Kinerja posisi keuangan konsolidasian; 1. Consolidated financial position performance;
2. Kinerja laba rugi dan penghasilan komprehensif lain 2. Consolidated profit and loss and other comprehensive
konsolidasian; income performance;
3. Kinerja arus kas konsolidasian; 3. Consolidated cash flow performance;
4. Kinerja rasio keuangan. 4. Financial ratios performance.
Tahun 2019, Kinerja keuangan Angkasa Pura II masih In 2019, Angkasa Pura II’s financial performance is still
terkendali. Hal ini terlihat dari adanya peningkatan kinerja restrained. This can be seen from the increase in performance
baik dari sisi laporan posisi keuangan maupun laporan laba both in terms of financial position statement of as well as
rugi dan penghasilan komprehensif Perseroan. Dari sisi the income statement and comprehensive income of the
laporan posisi keuangan, aset Perseroan mencapai Rp44,00 Company. In terms of the financial position statement,
triliun, tumbuh 11,90%, sedangkan ekuitas Perseroan the Company’s assets reached Rp44.00 trillion, growing by
mencapai Rp24,44 triliun, tumbuh sebesar 1,99%. 11.90%, while the company’s equity reached Rp24.44 trillion,
growing by 1.99%.
Pada sisi laporan laba rugi dan penghasilan komprehensif In terms of the Company’s income statement and
Perseroan, pendapatan usaha mencapai Rp11,08 triliun, comprehensive income, operating revenues reached
turun 0,97%. Laba tahun berjalan mencapai Rp1,01 triliun, Rp11.08 trillion, decreased by 0.97%. Current year’s profit
turun sebesar 48,56%, adapun laba komprehensif tahun reached Rp1.01 trillion, decreased by 48.56%, while the
berjalan mencapai Rp919,93 miliar, turun sebesar 52,62%. comprehensive income for the current year reached Rp919.93
billion, decreased by 52.62%.

Kinerja Anak Usaha

Performance of Subsidiaries
Angkasa Pura II menjalankan bisnis kebandarudaraan yang Angkasa Pura II runs an airport business which will now
saat ini mengembangkan jasa layanannya ke sektor bisnis develop its services to the non-organic business sector. The
non-organik. Strategi pertumbuhan dan ekspansi bisnis yang optimal growth and business expansion strategy is expected
optimal diharapkan dapat meningkatkan nilai pendapatan to increase the value of revenue for the corporation as a
bagi korporasi secara keseluruhan. Salah satu bentuk whole. One form of corporate business development efforts
upaya pengembangan bisnis korporasi adalah melalui is through the establishment of a subsidiary, to manage
pembentukan anak usaha, untuk mengelola lini bisnis yang business lines that were previously cooperated with business
sebelumnya dikerjasamakan dengan mitra usaha, dengan partners, with a better level of service, speed, and business
tingkat layanan, kecepatan, dan adaptasi bisnis yang lebih adaptation from the parent. The business portfolio currently
baik dari induk. Portofolio bisnis yang saat ini dikelola oleh managed by a subsidiary includes passenger services; digital
anak usaha meliputi passenger services; digital services; services; facility services; and aviation security by PT Angkasa
facility services; dan aviation security oleh PT Angkasa Pura Pura Solusi (APS), a cargo service provider; logistics integrated
Solusi (APS), cargo service provider; logistic integrated system system provider; and managed logistics service provider by
provider; dan managed logistics service provider oleh PT PT Angkasa Pura Kargo (APK), and property development and
Angkasa Pura Kargo (APK), dan property development and investment; property management services; by PT Angkasa
investment; property management services; oleh PT Angkasa Pura Propertindo (APP).
Pura Propertindo (APP).
Kinerja Anak Perusahaan di tahun 2019 dapat terlihat pada The performance of Subsidiaries in 2019 can be seen in
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 of Profit after Tax of Subsidiaries (in Billions Rupiah)
Anak Perusahaan Pertumbuhan

2019 2018
Subsidiaries Growth
Nominal %
PT Angkasa Pura Solusi (APS) 168,33 192,13 -23,80 -12,38%
PT Angkasa Pura Kargo (APK) 55,48 66,17 -10,70 -16,16%
PT Angkasa Pura Propertindo (APP) 3,46 15,00 -11,54 -76,93%
PT Angkasa Pura Aviasi (APA) -3,79 0 -3,79 -100,00%
PT Gapura Angkasa -18,33 67,48 -85,81 -127,17%
Laporan Posisi Keuangan Konsolidasian Consolidated Statements of Financial Position

Realisasi kinerja keuangan Angkasa Pura II tahun 2019 The realization of Angkasa Pura II’s financial performance in
menunjukkan peningkatan. Hal ini terlihat dari instrumen 2019 shows an increase. This can be seen from the Company’s

posisi keuangan Perseroan mengalami pertumbuhan financial position instruments experiencing growth
dibandingkan tahun sebelumnya. Posisi aset meningkat compared to the previous year. Asset position increased by
sebesar 11,90% dibandingkan posisi aset pada tahun 11.90% compared to the position of assets in the previous
sebelumnya. Sedangkan posisi ekuitas meningkat sebesar year. While the equity position increased by 1.99% compared
1,99% dibandingkan dengan posisi ekuitas tahun 2018. to the equity position in 2018.
Tabel Laporan Posisi Keuangan Konsolidasian (dalam Miliar Rupiah)

Table of Consolidated Financial Position Statements (in Billions Rupiah)
Uraian Pertumbuhan
2019 2018
Description Growth
Nominal %
Aset | Assets 43.998,03 39.318,36 4.679,67 11,90%
Aset Lancar | Current Assets 5.964,27 6.094,08 -129,81 -2,13%
Aset Tidak Lancar | Non - Current Assets 38.033,76 33.224,28 4.809,48 14,48%
Liabilitas | Liabilities 19.555,22 15.351,92 4.203,30 27,38%
Liabilitas Jangka Pendek | Short-term Liabillities 5.339,91 5.061,13 278,78 5,51%
Liabilitas Jangka Panjang | Long-term Liabillities 14.215,31 10.290,79 3.924,52 38,14%
Ekuitas | Equity 24.442,81 23.966,43 476,38 1,99%
Liabilitas Dan Ekuitas | Liabillity and Equity 43.998,03 39.318,35 4.679,68 11,90%
Aset Asset
Realisasi total aset Angkasa Pura II per 31 Desember 2019 The total assets of Angkasa Pura II as of December 31, 2019
mencapai Rp44,00 triliun, meningkat sebesar Rp4,68 triliun reached Rp44.00 trillion, an increase of Rp4.68 trillion or
atau 11,90% dibandingkan total aset per 31 Desember 2018 11.90% compared to total assets as of December 31, 2018
sebesar Rp39,32 triliun. Secara komposisi, aset Perseroan amounting to Rp39.32 trillion. In composition, the Company’s
terdiri dari aset lancar sebesar 13,56% dan aset tidak lancar assets consist of current assets of 13.56% and non-current
sebesar 86,44%. assets of 86.44%.
Aset 0 10.000 20.000 30.000 40.000 50.000
Assets
dalam miliar Rupiah 43.998,03
in billions Rupiah
2019
39.318,36
2018
1. Aset Lancar 1. Current Asset

Realisasi aset Lancar Perseroan per 31 Desember 2019 The realization of the Company’s current assets as of
mencapai Rp5,96 triliun, turun sebesar Rp129,82 miliar December 31, 2019 reached Rp5.96 trillion, decreased

atau 2,13% dibandingkan jumlah aset lancar per 31 by Rp129.82 miillion or 2.13% compared to the current
Desember 2018 sebesar Rp6,09 triliun. Penurunan aset assets as of December 31, 2018 amounting to Rp6.09
lancar terbesar berasal dari kas dan setara kas. trillion. The highest decrease in current assets comes
from cash and cash equivalents.
Tabel Aset Lancar (dalam Miliar Rupiah)

Current Assets (in Billions Rupiah)
Uraian Pertumbuhan
2019 2018
Description Growth
Nominal %
Kas dan setara kas | Cash and cash equivalents 3.424,09 3.786,75 -362,66 -9,58%
Piutang usaha, bersih | Accounts receivable, net 1.442,49 1.368,63 73,86 5,40%
Piutang lain-lain, bersih | Other receivables, clean 74,28 63,39 10,89 17,17%
Persediaan | Inventory 24,06 23,58 0,48 2,02%
Pajak dibayar dimuka - bagian lancar | Prepaid taxes - current portion 333,26 208,5 124,77 59,84%
Uang muka | Advance 86,70 89,91 -3,21 -3,57%
Biaya dibayar dimuka | Prepaid expenses 56,31 59,18 -2,87 -4,85%
Aset keuangan yang tersedia untuk dijual - bagian lancar 10,18 12,02 -1,84 -15,30%
Financial assets available for sale - current portion
Pendapatan yang masih harus diterima | Accrued revenue, net 512,90 482,13 30,78 6,38%
Total Aset Lancar | Total Current Asset 5.964,27 6.094,08 -129,82 -2,13%
a. Kas dan Setara Kas a. Cash and Cash Equivalents

Pada laporan arus kas, kas dan setara kas mencakup On the Cash flows statement, cash and cash
kas, simpanan yang sewaktu-waktu bisa dicairkan. equivalents include cash, deposits which can be
Hingga 31 Desember 2019, posisi kas dan setara kas withdrawn at any time. As of December 31, 2019, the
Perseroan sebesar Rp3,42 triliun, turun 9,58% dari Company’s cash and cash equivalent position was
jumlah kas dan setara kas 31 Desember 2018 sebesar Rp3.42 trillion, decreased by 9.58% from the total cash
Rp3,79 triliun. Penurunan ini terutama dipengaruhi and cash equivalent of December 31, 2018 of Rp3.79
oleh deposito yang menurun Rp242 miliar. trillion. This decrease was mainly affected by deposits
which declined by Rp242 billion.
Kas dan Setara Kas 0 500 1.000 1.500 2.000 2.500 3.000 3.500 4.000
Cash and Cash Equivalents

in billions Rupiah
2019
3.786,75
2018

b. Piutang Usaha b. Trade Receivable

Hingga 31 Desember 2019, Perseroan mencatatkan As of December 31, 2019, the Company recorded trade
piutang usaha sebesar Rp1,44 triliun, meningkat receivables of Rp1.44 trillion, an increase of Rp73.86
sebesar Rp73,86 miliar atau 5,40% dibandingkan billion or 5.40% compared to trade receivables as of
piutang usaha per 31 Desemer 2018 sebesar Rp1,37 31 December 2018 of Rp1.37 trillion. The increase
triliun. Peningkatan piutang berasal dari peningkatan in receivables was due to an increase in related
piutang berelasi sebesar Rp93,40 miliar atau 15,7% receivables of Rp93.40 billion or 15.7% and an
dan peningkatan piutang usaha tidak berelasi sebesar increase in unrelated trade receivables of Rp49.02
Rp49,02 miliar atau 5,0%. billion or 5.0%.
Tabel Piutang Usaha (dalam Miliar Rupiah)

Trade Receivables Table (in Billions Rupiah)
Uraian Perubahan
2019 2018
Description Change
Nominal %
Piutang Usaha Berelasi | Trade Receivable – Related Party 653,35 605,92 47,43 7,8%
Piutang Usaha Tidak Berelasi | Trade Receivable – Non Related Party 1.071,54 976,56 94,99 9,7%
Cadangan Piutang | Receivable Allowance -282,40 -213,85 -68,56 32,1%
Jumlah Piutang Usaha | Total Trade Receivable 1.442,49 1.368,63 73,86 5,4%
c. Piutang Lain-lain c. Other Receivables

Hingga 31 Desember 2019, Perseroan mencatatkan As of December 31, 2019, the Company recorded other
piutang lain-lain sebesar Rp74,28 miliar meningkat receivables amounting to Rp74.28 billion, an increase
sebesar Rp10,89 miliar atau 17,17% dibandingkan of Rp10.89 billion or 17.17% compared to receivables
piutang per 31 Desember 2018 sebesar Rp63,39 miliar. as of December 31, 2018 amounting to Rp63.39 billion.
Pada tanggal 31 Desember 2019, seluruh piutang lain- As of December 31, 2019, all of the Company’s other
lain Perseroan berada dalam kategori lancar dan tidak receivables are in the current category and are not
mengalami penurunan nilai. Manajemen berpendapat impaired. Management believes that there is no need
bahwa tidak perlu adanya cadangan kerugian for allowance for impairment losses because there is
penurunan nilai karena tidak ada kemungkinan no possibility of losses from uncollectible receivables.
kerugian atas tidak tertagihnya piutang.
d. Persediaan d. Inventory
Hingga 31 Desember 2019, Perseroan mencatatkan As of December 31, 2019, the Company recorded a total
jumlah persediaan sebesar Rp24,06 miliar, meningkat inventory of Rp24.06 billion, an increase of Rp477.27
sebesar Rp477,27 juta atau 2,02% dibandingkan million or 2.02% compared to the amount of inventory
jumlah persediaan per 31 Desember 2018 sebesar as of December 31, 2018 of Rp23.58 billion.
Rp23,58 miliar.
Persediaan 0 5 10 15 20 25
Inventory
24,06
dalam miliar Rupiah
in billions Rupiah
2019
23,58
2018

e. Pajak Dibayar Dimuka e. Prepaid Taxes

Hingga 31 Desember 2019, Perseroan mencatatkan As of December 31, 2019, the Company recorded
pajak dibayar di muka sebesar Rp333,26 miliar, prepaid taxes of Rp333.26 billion, an increase of
meningkat sebesar Rp124,77 miliar atau 59,84% Rp124.77 billion or 59.84% compared to the amount
dibandingkan jumlah pajak dibayar di muka per 31 of prepaid taxes as of December 31, 2018 of Rp208.50
Desember 2018 sebesar Rp208,50 miliar. Komponen billion. The largest component of the prepaid tax
terbesar dari akun pajak dibayar di muka adalah pajak account is the subsidiary value added tax of Rp196.27
pertambahan nilai entitas anak sebesar Rp196,27 billion, an increase of Rp97.56 billion or 98.8%.
miliar atau meningkat Rp97,56 miliar atau 98,8%.
Tabel Pajak Dibayar Dimuka (dalam Miliar Rupiah)

Prepaid Taxes Table (in Billions Rupiah)
Uraian Perubahan
2019 2018
Description Change
Nominal %
Pajak Pertambahan Nilai | Value-Added Tax 136,99 74,20 62,79 84,6%
Entitas Anak | Subsidiaries
Pajak Penghasilan Badan | Corporate Income Tax 0 35,59 -35,59 -100,0%
Pajak Pertambahan Nilai | Value-Added Tax 196,27 98,71 97,56 98,8%
Total 333,26 208,50 124,76 59,8%

f. Uang Muka f. Advance

Hingga 31 Desember 2019, Perseroan mencatatkan As of December 31, 2019, the Company recorded an
uang muka sebesar Rp86,70 miliar turun sebesar advance of Rp86.70 billion, decreased by Rp3.21 billion
Rp3,21 miliar atau 3,57% dibandingkan posisi uang or 3.57% compared to the position of advance as of
muka per 31 Desember 2018 sebesar Rp89,91 miliar. December 31, 2018 of Rp89.91 billion.
Uang Muka 0 20 40 60 80 100
Advance
in billions Rupiah
2019
89,91
2018
g. Biaya Dibayar Dimuka g. Prepaid Expenses

biaya dibayar di muka sebesar Rp56,31 miliar, turun prepaid expenses of Rp56.31 billion, a decrease of
sebesar Rp2,87 miliar atau 4,85% dibandingkan Rp2.87 billion or 4.85% compared to the amount of
jumlah biaya dibayar di muka per 31 Desember 2018 prepaid expenses as of December 31, 2018 of Rp59.18
sebesar Rp59,18 miliar. Komponen terbesar dari akun billion. The largest component of a prepaid expense
biaya dibayar di muka adalah beban asuransi. account is the insurance expense.
Tabel Biaya Dibayar Dimuka (dalam Miliar Rupiah)

Prepaid Expenses Table (in Billions Rupiah)
Uraian Perubahan
2019 2018
Description Change
Nominal %
Asuransi | Insurance 29,73 28,97 0,76 2,62%
Kontribusi Tetap | Permanent Contribution 11,13 9,2 1,93 20,98%
Sewa | Rental 6,07 6,34 -0,27 -4,26%
Lain - lain | Others 9,38 14,67 -5,29 -36,06%
Total 56,31 59,18 -2,87 -4,85%
h. Aset Keuangan yang Tersedia untuk Dijual – h. Financial Assets Available for Sale - Current Portion
Bagian Lancar
aset keuangan yang tersedia untuk dijual – bagian financial assets available for sale - current portion

lancar sebesar Rp10,18 miliar, turun sebesar Rp1,84 of Rp10.18 billion, a decrease of Rp1.84 billion
miliar atau 15,30% dibandingkan jumlah aset or 15.30% compared to the total financial assets
keuangan yang tersedia untuk dijual – bagian lancar available for sale - current portion as of December
per 31 Desember 2018 sebesar Rp12,02 miliar. 31, 2018 of Rp12.02 billion.
Aset Keuangan yang Tersedia 0 3 6 9 12 15
untuk Dijual - Bagian Lancar

Financial Assets Available for Sale
10,18
- Current Portion
in billions Rupiah
12,02
2018
i. Pendapatan yang Masih Harus Diterima i. Accrued Revenue

pendapatan yang masih harus diterima sebesar accrued revenue of Rp512.9 billion, an increase of
Rp512,9 miliar, naik sebesar Rp30,78 miliar atau Rp30.78 billion or 6.38% compared to the position of
6,38% dibandingkan posisi pendapatan yang masih accrued revenue as of December 31, 2018 amounting
harus diterima per 31 Desember 2018 sebesar to Rp482.13 billion.
Rp482,13 miliar.
Pendapatan yang Masih 0 100 200 300 400 500 600
Harus Diterima
Accrued Revenue
512,90
dalam miliar Rupiah
in billions Rupiah
2019
482,13
2018
2. Aset Tidak Lancar 2. Non-Current Assets

Realisasi aset tidak lancar per 31 Desember 2019 The realization of non-current assets as of December
mencapai Rp38,04 triliun, meningkat Rp4,81 triliun atau 31, 2019 reached Rp38.04 trillion, an increase of Rp4.81
14,48% dibandingkan aset tidak lancar per 31 Desember trillion or 14.48% compared to non-current assets as of
2018 sebesar Rp33,22 triliun. Peningkatan ini didominasi December 31, 2018 amounting to Rp33.22 trillion. This
oleh peningkatan aset tetap sebesar Rp4,14 triliun atau increase was dominated by an increase in fixed assets

14,09%. Penambahan aset tetap khususnya terjadi pada of Rp4.14 trillion or 14.09%. The addition of fixed assets
aset bangunan gedung dan bangunan lapangan dalam in particular occurred in the assets of buildings and field
pembangunan. buildings under construction.
Tabel Aset Tidak Lancar (dalam Miliar Rupiah)

Non-Current Assets Table (in Billions Rupiah)
Uraian Pertumbuhan
2019 2018
Description Growth
Nominal %
Aset keuangan yang tersedia untuk dijual | Available-for-sale financial asset 62,8 69,17 -6,37 -9,21%
Penyertaan saham | Investments in shares of stock 428 191,83 236,17 123,11%
Uang muka pembelian tanah | Advances for purchase of land 3.316,00 3.208,15 107,85 3,36%
Properti investasi, bersih | Investment property, Net 75,23 75,99 -0,76 -1,00%
Aset tetap | Fixed assets 33.506,68 29.367,90 4.138,78 14,09%
Estimasi Tagihan Pajak | Estimated Tax Collection 459,33 111,31 348,02 312,66%
Aset pajak tangguhan, bersih | Deferred tax assets, net 67,65 47,6 20,05 42,12%
Aset tidak lancar lain-lain | Other non-current assets 118,07 152,33 -34,26 -22,49%
Total Aset Tidak Lancar | Total Non Current Asset 38.033,76 33.224,27 4.809,49 14,48%
a. Aset Keuangan yang Tersedia untuk Dijual a. Available-for-Sale Financial Asset

aset keuangan yang tersedia untuk dijual sebesar available-for-sale financial asset of Rp62.8 billion, a
Rp62,8 miliar, turun sebesar Rp6,37 miliar atau decrease of Rp6.37 billion or 9.21% compared to the
9,21% dibandingkan jumlah aset keuangan yang amount of available-for-sale financial asset for sale as
tersedia untuk dijual per 31 Desember 2018 sebesar of December 31, 2018 of Rp69.17 billion.
Rp69,17miliar.
Aset Keuangan yang Tersedia 0 10 20 30 40 50 60 70 80
untuk Dijual
Available-for-Sale Financial Asset 62,80
dalam miliar Rupiah

in billions Rupiah
2019
69,17
2018
b. Penyertaan Saham b. Investment in Shares of Stock

Penyertaan saham per 31 Desember 2019 adalah The investment in shares of stock as December 31,
sebesar Rp428,00 miliar, naik sebesar Rp236,17 miliar 2019 was Rp428.00 billion, increased by Rp236.17

atau 123,11% dari penyertaan saham periode tahun billion or 123.11% of the investment in the previous
sebelumnya senilai Rp191,83 miliar. year’s period of Rp191.83 billion.
Penyertaan Saham 0 100 200 300 400 500
Investment in Shares of Stock

428,00
dalam miliar Rupiah
in billions Rupiah
2019
191,83
2018
c. Uang Muka Pembelian Tanah c. Advance for Purchase of Land

Uang muka pembelian tanah per 31 Desember 2019 Advances for purchases of land as of December 31, 2019
adalah sebesar Rp3,32 triliun, naik sebesar Rp107,85 amounted to Rp3.32 trillion, increased by Rp107.85
miliar atau 3,36% dari uang muka pembelian tanah billion or 3.36% of the advances for purchases of land
periode tahun sebelumnya senilai Rp3,21 triliun. in the previous year amounting to Rp3.21 trillion.
Uang Muka Pembelian Tanah 0 500 1.000 1.500 2.000 2.500 3.000 3.500
Advance for Purchase of Land

in billions Rupiah
2019
3.208,15
2018
d. Properti Investasi d. Investment Property

Properti investasi per 31 Desember 2019 adalah Investment properties as of December 31, 2019
sebesar Rp75,23 miliar, turun Rp765,75 juta atau amounted to Rp75.23 billion, decreased by Rp765.75
1,00% dari jumlah properti investasi periode tahun million or 1.00% from the total property investment in
sebelumnya senilai Rp75,99 miliar. the previous year period of Rp75.99 billion.
Properti Investasi 0 10 20 30 40 50 60 70 80
Investment Property
in billions Rupiah
2019
75,99
2018

e. Aset Tetap e. Fixed Assets

Hingga 31 Desember 2019, Aset tetap naik sebesar As of December 31, 2019, Fixed Assets continued to
Rp4,14 triliun atau 14,09% menjadi Rp33,51 triliun dari increase by Rp4.14 trillion or 14.09% to Rp33.51 trillion
posisi tahun sebelumnya Rp29,37 triliun. Kenaikan from the previous year’s position of Rp29.37 trillion.
ini dipengaruhi oleh kenaikan aset tetap karena This increase was influenced by the increase in fixed
adanya kemajuan fisik atas proyek Runway 3 Bandara assets due to physical progress over the Soekarno-
Internasional Soekarno-Hatta, East Connection Hatta International Airport Runway 3 project, East
Taxiway dan pembangunan terminal Bandara Connection Taxiway and the construction of the
Internasional Minangkabau. Minangkabau International Airport terminal.
Aset Tetap 0 5.000 10.000 15.000 20.000 25.000 30.000 35.000
Fixed assets
in billions Rupiah
2019
29.367,90
2018
f. Pajak Dibayar Dimuka - Bagian Tidak Lancar f. Prepaid Taxes - Non-Current Section
Hingga 31 Desember 2019, pajak dibayar di muka - As of December 31, 2019, prepaid taxes - the
bagian tidak lancar Perseroan mencapai Rp459,33 Company’s non-current portion reached Rp459.33
miliar dengan peningkatan sebesar Rp348,02 miliar billion with an increase of Rp348.02 billion or
atau 312,66%. Di tahun sebelumnya, pajak dibayar di 312.66%. In the previous year prepaid taxes - the
muka - bagian tidak lancar sebesar Rp111,31 miliar. Company’s non-current portion of Rp111.31 billion.
Pajak Dibayar Dimuka - 0 100 200 300 400 500
Bagian Tidak Lancar

Prepaid Taxes - 459,33
Non-Current Section
in billions Rupiah
111,31
2018
g. Aset Pajak Tangguhan g. Deferred Tax Assets

Hingga 31 Desember 2019, aset pajak tangguhan As of December 31, 2019, the Company’s deferred
Perseroan mencapai Rp67,65 miliar dengan tax assets reached Rp67.65 billion with an increase
peningkatan sebesar Rp20,05 miliar atau 42,12%. of Rp20.05 billion or 42.12%. In the previous year,
Di tahun sebelumnya, aset pajak tangguhan sebesar deferred tax assets were Rp47.60 billion.
Rp47,60 miliar.

Aset Pajak Tangguhan 0 10 20 30 40 50 60 70 80
Deferred Tax Assets

in billions Rupiah
2019
47,60
2018
h. Aset Tidak Lancar Lain-lain h. Other Non-Current Assets

Aset tidak lancar lain-lain Perseroan turun sebesar Other non-current assets of the Company decreased
Rp34,26 miliar atau 22,49% menjadi Rp118,07 miliar by Rp34.26 billion or 22.49% to Rp118.07 billion in
di tahun 2019. Pada tahun sebelumnya akun ini 2019. In the previous year this account reached
mencapai Rp152,33 miliar. Rp152.33 billion.
Aset Tidak Lancar Lain-lain 0 50 100 150 200
Other Non-Current Assets

dalam miliar Rupiah
118,07
in billions Rupiah
2019
152,33
2018
Liabilitas Liability
Realisasi total liabilitas Angkasa Pura II per 31 Desember 2019 Angkasa Pura II total liabilities realization as of December 31,
mencapai Rp19,55 triliun, meningkat sebesar Rp4,23 triliun 2019 reached Rp19.55 trillion, an increase of Rp4.23 trillion
atau 27,38% dibandingkan total liabilitas per 31 Desember or 27.38% compared to the total liabilities as of December
2018 sebesar Rp15,35 triliun. Secara komposisi, liabilitas 31, 2018 amounting to Rp15.35 trillion. In composition, the
Perseroan terdiri dari liabilitas jangka pendek sebesar 27,31% Company’s liabilities consist of current liabilities of 27.31%
dan liabilitas jangka panjang sebesar 72,69%. and long-term liabilities of 72.69%.
Liabilitas 0 5.000 10.000 15.000 20.000
Liability
in billions Rupiah
2019
15.351,92
2018

1. Liabilitas Jangka Pendek 1. Current Liabilities

Realisasi liabilitas jangka pendek Perseroan mencapai The realization of Company’s current liabilities reached
Rp5,34 triliun, meningkat sebesar Rp278,78 miliar Rp5.34 trillion, an increase of Rp278.78 billion or 5.51%
atau 5,51 % dibandingkan liabilitas jangka pendek per compared to the current liabilities as of December 31,
31 Desember 2018 sebesar Rp5,06 triliun. Kontribusi 2018 of Rp5.06 trillion. The contribution of the increase
kenaikan liabilitas jangka pendek terutama berasal dari in current liabilities mainly came from the current portion
bagian jangka pendek utang bank jangka panjang. of long-term bank loans.
Tabel Liabilitas Jangka Pendek (dalam Miliar Rupiah)

Current Liabilities Table (in Billions Rupiah)
Uraian Pertumbuhan
2019 2018
Description Growth
Nominal %
Utang usaha | Trade payables 408,41 248,93 159,48 64,07%
Utang lain-lain | Other payables 2.391,33 2.459,79 -68,46 -2,78%
Beban akrual | Accrual expenses 1.396,54 1.513,12 -116,58 -7,70%
Utang pajak | Tax payables 90,86 104,48 -13,62 -13,04%
Liabilitas dana pensiun | Pension fund liabilities 30,57 28,7 1,87 6,52%
Pendapatan yang diterima dimuka | Unearned revenues 196,61 153,82 42,79 27,82%
Liabilitas imbalan kerja jangka pendek | Current employee benefit liabilities 240,2 216,96 23,24 10,71%
Bagian jangka pendek utang bank jangka panjang 585,39 335,33 250,06 74,57%
Current portion of long-term bank loan
Total Liabilitas Jangka Pendek | Total Current Liabilities 5.339,91 5.061,13 278,78 5,51%
a. Utang Usaha a. Trade Payables

Hingga 31 Desember 2019, utang usaha Perseroan As of December 31, 2019, the Company’s trade
mengalami peningkatan sebesar Rp159,48 miliar atau payables increased by Rp159.48 billion or 64.07%
64,07% dari Rp248,93 miliar per 31 Desember 2018, from Rp248.93 billion as of December 31, 2018, to
menjadi Rp408,41 miliar. Hal ini dipengaruhi oleh Rp408.41 billion. This was influenced by an increase
kenaikan utang usaha pihak ketiga sebesar 68,67% in third party trade payables of 68.67% or amounting
atau sebesar Rp144,28 miliar. to Rp144.28 billion.
Utang Usaha 0 100 200 300 400 500
Trade Payables
in billions Rupiah
2019
248,93
2018

b. Utang Lain-lain b. Other Payable

Hingga 31 Desember 2019, utang lain-lain As of December 31, 2019, other payable showed a
menunjukkan penurunan sebesar Rp68,46 miliar decrease of Rp68.46 billion or 2.78% to Rp2.39 trillion.
atau 2,78% menjadi Rp2,39 triliun. Pada tahun In the previous year, the amount of other payable
sebelumnya, nilai utang lain-lain mencapai Rp2,46 reached Rp2.46 billion. The decrease in other payable
miliar. Penurunan utang lainnya dipengaruhi oleh was influenced by a decrease in fixed assets by 3.29%
penurunan aset tetap sebesar 3,29% atau sebesar or amounted to Rp72.86 billion.
Rp72,86 miliar.
c. Beban Akrual c. Accrual Expenses
Hingga 31 Desember 2019, beban akrual Perseroan As of December 31, 2019, the Company’s accrual
turun sebesar Rp116,58 miliar atau 7,70% menjadi expense decreased by Rp116.58 billion or 7.70% to
Rp1,40 triliun. Nilai beban akrual tersebut di Rp1.40 trillion. The amount of the accrual expense
tahun sebelumnya mencapai Rp1,51 triliun. Hal ini in the previous year reached Rp1.51 trillion. This
dipengaruhi oleh penurunan beban umum sebesar was influenced by a decrease in general expenses by
43,23% atau sebesar Rp154,30 miliar. 43.23% or amounted to Rp154.30 billion.
d. Utang Pajak d. Tax Payables
Hingga 31 Desember 2019, utang pajak Perseroan As of December 31, 2019, the Company’s tax payables
turun sebesar Rp13,62 miliar atau 13,04% menjadi decreased by Rp13.62 billion or 13.04% to Rp90.86
Rp90,86 miliar. Nilai utang pajak tersebut di tahun billion. The tax payable amount in the previous year
sebelumnya mencapai Rp104,48 miliar. Hal ini reached Rp104.48 billion. This was influenced by a
dipengaruhi oleh penurunan pajak penghasilan decrease in income tax of 62.40% or amounted to
sebesar 62,40% atau sebesar Rp13,12 miliar. Rp13.12 billion.
e. Liabilitas Dana Pensiun e. Pension Fund Liabilities
Hingga 31 Desember 2019, liabilitas dana pensiun As of December 31, 2019, the Company’s pension fund
Perseroan mengalami peningkatan sebesar Rp1,87 liabilities had increased by Rp1.87 billion or 6.52%
miliar atau 6,52% dari Rp28,70 miliar per 31 Desember from Rp28.70 billion as of December 31, 2018, to
2018, menjadi Rp30,57 miliar. Hal ini dipengaruhi oleh Rp30.57 billion. This was influenced by an increase
kenaikan pembayaran premi asuransi dan iuran dana in insurance premium payments and pension fund
pensiun. contributions.
f. Pendapatan yang Diterima Dimuka f. Unearned Revenues
Hingga 31 Desember 2019, pendapatan yang diterima As of December 31, 2019, unearned revenues of the
di muka Perseroan mengalami peningkatan sebesar Company had increased by Rp42.79 billion or 27.82%
Rp42,79 miliar atau 27,82% dari Rp153,82 miliar per from Rp153.82 billion as of December 31, 2018, to
31 Desember 2018, menjadi Rp196,61 miliar. Hal ini Rp196.61 billion. This was influenced by an increase
dipengaruhi oleh kenaikan pendapatan sewa ruang in space rental income by 57.33% or amounted to
sebesar 57,33% atau sebesar Rp33,26 miliar. Rp33.26 billion.
g. Liabilitas Imbalan Kerja Jangka Pendek g. Current Employee Benefit Liabilities
Hingga 31 Desember 2019, liabilitas imbalan kerja As of 31 December 2019, the Company’s current
jangka pendek Perseroan mengalami peningkatan employee benefits liabilities had increased by Rp23.24
sebesar Rp23,24 miliar atau 10,71% dari Rp216,96 billion or 10.71% from Rp216.96 billion as of December
miliar per 31 Desember 2018, menjadi Rp240,2 miliar. 31, 2018, to Rp240.2 billion. This is influenced by the
Hal ini dipengaruhi oleh jasa produksi Perseroan company’s production services by 6.11% or amounted
sebesar 6,11% atau Rp13,15 miliar. to Rp13.15 billion.
h. Bagian Jangka Pendek Utang Bank Jangka Panjang h. Current Portion of Long-term Bank Loan
Hingga 31 Desember 2019, bagian jangka pendek As of December 31, 2019, the Company’s current
utang bank jangka panjang Perseroan mengalami portion of long-term bank loans increased by Rp250.06

peningkatan sebesar Rp250,06 miliar atau 74,57% billion or 74.57% from Rp335.33 billion as of December
dari Rp335,33 miliar per 31 Desember 2018, menjadi 31, 2018, to Rp585.39 billion. This is influenced by the
Rp585,39 miliar. Hal ini dipengaruhi oleh kenaikan increase in loan principal.
pokok pinjaman.
2. Liabilitas Jangka Panjang 2. Long-term Liabilities

Realisasi liabilitas jangka panjang Perseroan mencapai The realization of the Company’s long-term liabilities
Rp14,21 triliun, meningkat sebesar Rp3,92 triliun atau reached Rp14.21 trillion, an increase of Rp3.92 trillion
38,14% dibandingkan liabilitas jangka panjang per or by 38.14% compared to the long-term liabilities as at
31 Desember 2018 sebesar Rp10,29 triliun. Kontribusi December 31, 2018 of Rp10.29 trillion. Contributions to
peningkatan liabilitas jangka panjang terutama berasal the increase of long-term liabilities mainly come from
dari utang bank jangka panjang. long-term bank loans.
Tabel Liabilitas Jangka Panjang (dalam Miliar Rupiah)

Long-term Liabilities Table (in Billions Rupiah)
Uraian Pertumbuhan
2019 2018
Description Growth
Nominal %
Pinjaman jangka panjang | Long-term loans:
1. Utang bank jangka panjang | Long-term bank loan 10.300,25 6.777,48 3.522,77 51,98%
2. Utang obligasi | Bond payable 2.739,86 2.737,65 2,21 0,08%
Utang jaminan pelanggan | Customer deposits 27,02 21,49 5,53 25,73%
Utang jangka panjang lainnya | Other long-term payable 41,08 41,55 -0,47 -1,13%
Liabilitas pajak tangguhan | Deferred tax liabilities 522,50 314,64 207,86 66,06%
Liabilitas imbalan kerja | Employee benefits liabilities 584,60 395,84 188,76 47,69%
Dana program tunjangan hari tua | Retirement program funds 0 2,14 -2,14 -100,00%
Total Liabilitas Jangka Panjang | Total Long-term Liabilities 14.215,31 10.290,79 3.924,52 38,14%
a. Pinjaman Jangka Panjang a. Long-term Loan

Hingga 31 Desember 2019, pinjaman jangka panjang As of December 31, 2019, the Company’s long-term
Perseroan naik sebesar Rp3,52 triliun atau 37,05% loans increased by Rp3.52 trillion or 37.05% to Rp13.04
menjadi Rp13,04 triliun. Di tahun sebelumnya trillion. Previous year long-term loans reached Rp9.52
pinjaman jangka panjang mencapai Rp9,52 triliun. Hal trillion. This was influenced by the increase in long-
ini dipengaruhi kenaikan utang bank jangka panjang. term bank debt.
b. Utang Jaminan Pelanggan b. Customer Deposits
Hingga 31 Desember 2019, utang jaminan pelanggan As of December 31, 2019, the Company’s customer
Perseroan naik sebesar 25,73% atau setara dengan deposits increased by 25.73% or equivalent to
Rp5,53 miliar menjadi Rp27,02 miliar. Di tahun Rp5.53 billion to Rp27.02 billion. In the previous year,

sebelumnya utang jaminan pelanggan mencapai customer deposits reached Rp21.49 billion. This was
Rp21,49 miliar. Hal ini dipengaruhi oleh kenaikan influenced by the increase in deposits in Soekarno-
utang jaminan di Soekarno-Hatta sebesar 21,36% atau Hatta by 21.36% or amounted to Rp3.20 billion.
sebesar Rp3,20 miliar.
c. Utang Jangka Panjang Lainnya c. Other Long-term Payable
Hingga 31 Desember 2019, utang jangka panjang As of December 31, 2019, the Company’s other long-
lainnya Perseroan turun 1,13% atau setara dengan term payable decreased by 1.13% or equivalent to
Rp469,82 juta menjadi Rp41,08 miliar. Di tahun Rp469.82 million to Rp41.08 billion. In the previous
sebelumnya utang jangka panjang lainnya mencapai year other long-term payable reached Rp41.55 billion.
Rp41,55 miliar.
d. Liabilitas Pajak Tangguhan d. Deferred Tax Liabilities
Hingga 31 Desember 2019, liabilitas pajak tangguhan As of December 31, 2019, the Company’s deferred
Perseroan naik 66,06% atau setara dengan Rp207,86 tax liabilities increased by 66.06% or equivalent to
miliar menjadi Rp522,50 miliar. Di tahun sebelumnya Rp207.86 billion to Rp522.50 billion. In previous year,
liabilitas pajak tangguhan mencapai Rp314,64 miliar. deferred tax liabilities reached Rp314.64 billion. This
Hal ini dipengaruhi oleh kenaikan liabilitas aset tetap was influenced by an increase in fixed asset liabilities
sebesar 56,76% atau Rp233,78 miliar. of 56.76% or amounted to Rp233.78 billion.
e. Liabilitas Imbalan Kerja e. Employee Benefits Liabilities
Hingga 31 Desember 2019, liabilitas imbalan kerja As of December 31, 2019, the Company’s employee
Perseroan naik 47,69% atau setara dengan Rp188,76 benefit liabilities increased by 47.69% or equivalent to
miliar menjadi Rp584,60 miliar. Di tahun sebelumnya Rp188.76 billion to Rp584.60 billion. In previous year,
liabilitas imbalan kerja mencapai Rp395,84 miliar. employee benefits liabilities reached Rp395.84 billion.
f. Dana Program Tunjangan Hari Tua f. Retirement Program Funds
Hingga 31 Desember 2019, dana program tunjangan As of December 31, 2019, the Company’s Retirement
hari tua Perseroan turun 100,00% atau setara dengan program funds decreased by 100.00% or equivalent
Rp2,14 miliar. Di tahun sebelumnya dana program to Rp2.14 billion. In the previous year, the Retirement
tunjangan hari tua mencapai Rp2,14 miliar. program funds reached Rp2.14 billion.
Ekuitas Equity
Ekuitas Angkasa Pura II per 31 Desember 2019 mencapai The Equity of Angkasa Pura II as of December 31, 2019 reached
Rp24,44 triliun, meningkat sebesar Rp476,38 miliar atau Rp24.44 trillion, an increase of Rp476.38 billion or 1.99%
1,99% dibandingkan jumlah ekuitas per 31 Desember 2018 compared to total equity as of December 31, 2018 of Rp23.97
sebesar Rp23,97 triliun. Kenaikan ekuitas dipengaruhi oleh trillion. The increase in equity was influenced by an increase
peningkatan komponen modal disetor. in the paid up capital component.
Tabel Ekuitas (dalam Miliar Rupiah)

Equity Table (in Billions Rupiah)
Uraian Pertumbuhan
2019 2018
Description Growth
Nominal %
Modal saham | Share capital 15.971,66 7.000,00 8.971,66 128,17%
Tambahan modal disetor | Additional paid-in capital -59,05 -59,05
Modal disetor lainnya | Other paid-in capital 0 4.434,92 -4.434,92 -100,00%
Komponen ekuitas lainnya | Other components of equity 869,46 869,46 0,00 0,00%

Uraian Pertumbuhan
2019 2018
Description Growth
Nominal %
Rugi komprehensif lain | Other comprehensive loss -316,39 -243,52 -72,87 29,92%
Selisih ekuitas entitas anak | Difference in equity of subsidiary -26,32 -26,31 0,01 0,04%
Ekuitas emerging entity | Emerging entity equity 349,45 -349,45 -100,00%
Saldo laba | Retained earnings:
1. Dicadangkan | Appropriated 7.072,64 10.137,43 -3.064,79 -30,23%
2. Belum dicadangkan | Unappropriated 548,81 1.444,75 -895,94 -62,01%
Ekuitas yang dapat diatribusikan kepada | Equity attributable to:
1. Pemilik entitas induk | Owner of the parent entity 24.060,81 23.966,18 94,63 0,39%
2. Kepentingan non-pengendali | Non-controlling interests 382 0,26 381,74 1.468,23%
Total Ekuitas | Total Equity 24.442,81 23.966,44 476,37 1,99%
1. Modal Saham 1. Share Capital

Hingga 31 Desember 2019, Perseroan mencatatkan As of December 31, 2019, the Company recorded share
modal saham sebesar Rp15,97 triliun. Terdapat capital of Rp15.97 trillion. There was an additional
penambahan jumlah modal saham sebesar Rp8,97 triliun amount of share capital of Rp8.97 trillion or 128.17%
atau 128,17% dari posisi modal saham tahun sebelumnya from the previous year’s share capital position of Rp7.00
sebesar Rp7,00 triliun. Pemegang saham Perseroan pada trillion. The Company’s shareholder as of December
tanggal 31 Desember 2019 dan 2018 adalah Pemerintah 31, 2019 and 2018 is the Government of the Republic of
Republik Indonesia sebesar 100%. Indonesia at 100%.
2. Modal Disetor Lainnya 2. Other Paid-in Capital
Hingga 31 Desember 2019, modal disetor lainnya sebesar As of December 31, 2019, other paid-up capital was Rp0
Rp0 triliun. Hal ini, menurun terhadap jumlah modal trillion. This, decreased to the amount of other paid-up
disetor lainnya tahun 2018 sebesar Rp4,43 triliun. capital in 2018 of Rp4.43 trillion.
3. Komponen Ekuitas Lainnya 3. Other Components of Equity
Hingga 31 Desember 2019, komponen ekuitas lainnya As of December 31, 2019, other equity components
sebesar Rp869,46 miliar, sama dengan posisi komponen amounted to Rp869.46 billion, the same as other equity
ekuitas lainnya tahun 2018. component positions in 2018.
4. Rugi Komprehensif Lain 4. Other Comprehensive Loss
Hingga 31 Desember 2019, rugi komprehensif lain sebesar As of 31 December 2019, other comprehensive losses
Rp316,39 miliar, meningkat 29,92% dibandingkan rugi amounted to Rp316.39 billion, an increase of 29.92%
komprehensif lain tahun 2018 sebesar Rp243,52 miliar. compared to other comprehensive losses in 2018 of
Rp243.52 billion.
5. Selisih Ekuitas Entitas Anak 5. Difference in Equity of Subsidiaries
Hingga 31 Desember 2019, selisih ekuitas entitas anak As of December 31, 2019, the difference in equity of
sebesar Rp26,31 miliar, sama dengan posisi selisih subsidiaries was Rp26.31 billion, the same as the
ekuitas entitas anak tahun 2018. difference in equity of subsidiaries in 2018.

6. Ekuitas Emerging Entity 6. Emerging Entity Equity

Hingga 31 Desember 2019, ekuitas emerging entity As of December 31, 2019, emerging entity equity
Rp0 miliar. Hal ini, menurun terhadap jumlah ekuitas amounted to Rp0 billion. This, decreased to the amount
emerging entity tahun 2018 sebesar Rp349,45 miliar. of emerging entity equity in 2018 of Rp349.45 billion.
7. Saldo Laba Dicadangkan 7. Appropriated Retained Earnings
Hingga 31 Desember 2019, saldo laba dicadangkan As of December 31, 2019, the appropriated retained
sebesar Rp7,07 triliun, turun 30,23% dibandingkan earnings balance was set at Rp7.07 trillion, decreased
posisi saldo laba dicadangkan tahun 2018 sebesar by 30.23% compared to the position of the appropriated
Rp10,14 triliun. retained earnings balance in 2018 of Rp10.14 trillion.
Laporan Laba Rugi dan Penghasilan Komprehensif Consolidated Statements of Income and Other
Lain Konsolidasian Comprehensive Income
Angkasa Pura II berhasil mencatatkan peningkatan kinerja Angkasa Pura II successfully recorded an increase in financial
keuangan di tahun 2019. Perseroan membukukan pendapatan performance in 2019. The Company recorded the operating
usaha sebesar Rp11,08 triliun, turun sebesar Rp109,08 miliar revenues of Rp11.08 trillion, decreased by Rp109.08 billion
atau 0,97% dibandingkan pendapatan usaha pada tahun or 0.97% compared to operating revenues in 2018 of Rp11.19
2018 sebesar Rp11,19 triliun. Adapun laba tahun berjalan trillion. The current year’s profit was recorded at Rp1.01
tercatat sebesar Rp1,01 triliun, turun sebesar Rp950,68 miliar trillion, decreased by Rp950.68 billion or 48.56% compared
atau 48,56% dibandingkan laba tahun berjalan pada tahun to the current year’s profit in 2018 of Rp1.96 trillion. While
2018 sebesar Rp1,96 triliun. Sedangkan laba komprehensif current year’s comprehensive income in 2019 was recorded
tahun berjalan tahun 2019 tercatat sebesar Rp919,93 miliar, at Rp919.93 billion, a decrease of Rp1.02 trillion or 52.62%
turun sebesar Rp1,02 triliun atau 52,62% dibandingkan compared to current year’s comprehensive income in 2018
laba komprehensif tahun berjalan pada tahun 2018 sebesar of Rp1.94 trillion.
Rp1,94 triliun.
Tabel Laporan Laba Rugi dan Penghasilan Komprehensif Lain Konsolidasian (dalam Miliar Rupiah)
Consolidated Statements of Income and Other Comprehensive Income Table (in Billions Rupiah)
Uraian Pertumbuhan
2019 2018
Description Growth
Nominal %
Pendapatan Usaha | Operating Revenues 11.084,23 11.193,31 -109,08 -0,97%
Beban Usaha | Operating Expenses 8.747,21 8.042,06 705,15 8,77%
Pendapatan (Beban) Lain-Lain | Other Income (Expenses) 105,74 -50,58 156,32 -309,05%
Laba Usaha | Operating Profit 2.442,76 3.100,67 -657,91 -21,22%
Laba Sebelum Pajak Penghasilan Badan | Profit Before Corporate Income Tax 1.572,53 2.708,76 -1.136,23 -41,95%
Beban Pajak Penghasilan Badan | Corporate Income Tax Expenses 565,27 750,82 -185,55 -24,71%
Laba Tahun Berjalan | Current Year Profit 1.007,26 1.957,94 -950,68 -48,56%
Laba Tahun Berjalan yang dapat Diatribusikan kepada:

Current Year Profits Attributable to:
1. Pemilik Entitas Induk | Owners of the Parent Entity 1.015,68 1.958,00 -942,32 -48,13%
2. Kepentingan Non-Pengendali | Non-Controlling Interests -8,42 -0,06 -8,36 13.933,33%

Uraian Pertumbuhan
2019 2018
Description Growth
Nominal %
Rugi Komprehensif Lain Tahun Berjalan Setelah Pajak -87,33 -16,42 -70,91 431,85%
Other Comprehensive Loss for the Current Year After Taxes
Laba Komprehensif Tahun Berjalan | Comprehensive Income for the Year 919,93 1.941,52 -1.021,59 -52,62%
Laba (Rugi) Komprehensif Tahun Berjalan yang dapat Diatribusikan Kepada:

Comprehensive Income (Loss) Attributable to:
1. Pemilik Entitas Induk | Owners of the Parent Entity 942,80 1.941,58 -998,78 -51,44%
2. Kepentingan Non-Pengendali | Non-Controlling Interests -22,87 -0,06 -22,82 38.033,33%
Laba Per Saham Dasar (Rupiah Penuh) | Basic Earnings Per Share (Full Rupiah) 74.171 273.087 -198.916 -72,84%
Pendapatan Usaha Operating Revenues

Realisasi pendapatan usaha tahun 2019 mencapai Rp11,08 Realization of operating revenues in 2019 reached Rp11.08
triliun, menurun sebesar Rp109,08 miliar atau 0,97% trillion, decreased by Rp109.08 billion or 0.97% compared
dibandingkan pendapatan usaha tahun 2018 sebesar Rp11,19 to operating revenues in 2018 of Rp11.19 trillion. In terms
triliun. Secara komposisi, pendapatan usaha bersumber dari of composition, operating revenues are derived from
pendapatan aeronautika sebesar 51,96% dan pendapatan aeronautical revenues by 51.96% and non-aeronautical
non-aeronautika sebesar 48,04%. revenues by 48.04%.
Pendapatan Usaha 0 2.000 4.000 6.000 8.000 10.000 12.000
Operating Revenues
in billions Rupiah
2019
11.193,31
2018
Semua segmen usaha mengalami peningkatan pendapatan All business segments experienced an increase in revenue in
di tahun 2019 dimana peningkatan terbesar adalah 2019 where the biggest increase was from non-aeronautical
dari pendapatan non-aeronautika meningkat sebesar revenue increasing by 2.72% to Rp5.32 trillion compared
2,72% menjadi Rp5,32 triliun dibandingkan pendapatan to non-aeronautical revenue in 2018 of Rp5.18 trillion.
non-aeronautika tahun 2018 sebesar Rp5,18 triliun. Di In 2019, aeronautical revenues decreased by 4.16% to Rp5.76
tahun 2019, pendapatan aeronautika menurun sebesar trillion compared to non-aeronautical revenues in 2018 of
4,16% menjadi Rp5,76 triliun dibandingkan pendapatan Rp6.01 trillion.
non-aeronautika tahun 2018 sebesar Rp6,01 triliun.

Tabel Pendapatan Usaha (dalam Miliar Rupiah)

Operating Revenue Table (in Billions Rupiah)
Uraian Pertumbuhan
2019 2018
Description Growth
Nominal %
Pendapatan aeronautika | Aeronautical revenues 5.759,57 6.009,88 -250,31 -4,16%
Pendapatan non-aeronautika | Non-Aeronautical revenues 5.324,66 5.183,43 141,23 2,72%
Pendapatan Usaha | Operating Revenues 11.084,23 11.193,31 -109,08 -0,97%
1. Pendapatan Aeronautika 1. Aeronautical Revenues

Realisasi pendapatan aeronautika Perseroan pada The realization of the Company’s aeronautical revenue in
tahun 2019 mengalami penurunan Rp250,31 miliar atau 2019 decreased by Rp250.31 billion, or 4.16% compared
sebesar 4,16% dibandingkan tahun 2018. Pendapatan to 2018. Aeronautical services operating revenues
usaha jasa aeronautika mencapai Rp5,76 triliun pada reached Rp5.76 trillion in 2019, while aeronautical service
tahun 2019, sedangkan pendapatan jasa aeronautika revenues in 2018 amounted to Rp6.01 trillion.
pada tahun 2018 sebesar Rp6,01 triliun.
Pendapatan Aeronautika 0 1.000 2.000 3.000 4.000 5.000 6.000 7.000 8.000
Aeronautical Revenues
in billions Rupiah
2019
6.009,88
2018
Kontribusi penurunan pendapatan diantaranya berasal Contributions to the decrease in revenue include
dari Jasa pelayanan penumpang, pemakaian counter, passenger services, counter usage, parking surcharge
jasa parking surcharge, pemakaian aviobridge, dan jasa services, use of aviobridge, and placement services.
penempatan. Jasa pelayanan penumpang merupakan Passenger services is a services that contribute the most
jasa pelayanan yang berkontribusi terbesar terhadap to total aeronautical services revenues.
total pendapatan jasa aeronautika.
Tabel Pendapatan Aeronautika (dalam Miliar Rupiah)

Aeronautical Revenue Table (in Billions Rupiah)
Uraian Pertumbuhan
2019 2018
Description Growth
Nominal %
Jasa pelayanan penumpang | Passenger service 4.110,41 4.249,14 -138,73 -3,26%
Jasa pendaratan | Landing service 897,07 936,98 -39,91 -4,26%

Uraian Pertumbuhan
2019 2018
Description Growth
Nominal %
Pemakaian counter | Use of counter 287,56 361,10 -73,54 -20,37%
Pemakaian aviobridge | Use of aviobridge 275,36 286,50 -11,14 -3,89%
Jasa parking surcharge | Parking surcharge services 103,76 91,32 12,44 13,62%
Jasa penempatan | Placement services 85,41 84,84 0,57 0,67%
Total Pendapatan Aeronautika | Total Aeronautical Revenue 5.759,57 6.009,88 -250,31 -4,16%
Realisasi pendapatan jasa pelayanan penumpang Realization of passenger service revenue in 2019 reached
tahun 2019 mencapai Rp4,11 triliun, menurun sebesar Rp4.11 trillion, a decrease of Rp138.73 billion or 3.26%
Rp138,73 miliar atau 3,26% dibandingkan pendapatan compared to passenger service revenue in 2018 of Rp4.25
jasa pelayanan penumpang tahun 2018 sebesar Rp4,25 trillion. This is influenced by the decline in revenues of
triliun. Hal ini dipengaruhi oleh menurunnya pendapatan most aeronautical services. While the contribution of
sebagian besar jasa aeronautika. Sedangkan kontribusi aeronautical services that increased revenue was only
jasa pelayanan aeronautika yang memberikan parking surcharge services amounting to Rp12.44 billion
peningkatan pendapatan hanya jasa parking surcharge (growing 13.62%) and placement services amounting to
sebesar Rp12,44 miliar (tumbuh 13,62%) dan jasa Rp567.22 million (growing 0.67%).
penempatan sebesar Rp567,22 juta (tumbuh 0,67%).
Pendapatan Aeronautika (dalam Miliar Rupiah)

Aeronautical Revenue (in Billions Rupiah)
Rp91,32 Rp103,76
1,52% 1,80%
Jasa Pelayanan Penumpang
Rp286,50 Rp84,84 Rp275,36 Rp85,41
Passenger Service 4,77% 4,78%
1,41% 1,48%
Jasa Pendaratan Rp361,10 Rp287,56
Landing Service 6,01% 4,99%
Pemakaian Konter
Use of Counter
Rp936,98 Rp897,07
Pemakaian Aviobridge 15,59% 15,58%
Use of Aviobridge
Jasa Parking Surcharge

2018 2019
Parking Surcharge Service
Jasa Penempatan
Placement Service
Rp4.249,14 Rp4.110,41
70,70% 71,37%
2. Pendapatan Non-Aeronautika 2. Non-Aeronautical Revenues

Realisasi pendapatan non-aeronautika Perseroan pada Realization of the Company’s non-aeronautical
tahun 2019 berdasarkan segmen usaha mengalami revenue in 2019 based on business segments increased

peningkatan sebesar Rp141,23 miliar atau sebesar by Rp141.23 billion or 2.72% compared to 2018.
2,72% dibandingkan tahun 2018. Pendapatan jasa Non-Aeronautical service revenue reached Rp5.32
non-aeronautika mencapai Rp5,32 triliun, sedangkan trillion, while non-aeronautical service revenue in 2018
pendapatan jasa non-aeronautika tahun 2018 sebesar amounted to Rp5.18 trillion.
Rp5,18 triliun.
Pendapatan Non-Aeronautika 0 1.000 2.000 3.000 4.000 5.000 6.000
Non-Aeronautical Revenues
in billions Rupiah
2019
5.183,43
2018
Secara umum, peningkatan ini sejalan dengan In general, this increase is in line with the increase in
peningkatan pendapatan semua jasa pelayanan revenue of all non-aeronautical services. Contributions
non-aeronautika. Kontribusi peningkatan pendapatan to the increase in non-aeronautical revenues include
non-aeronautika diantaranya terutama berasal dari mainly from concessions, billboard installations and
konsesi, pemasangan reklame dan pelayanan kargo. cargo services.
Pendapatan Non-Aeronautika (dalam Miliar Rupiah)

Non-Aeronautical Income (in Billions Rupiah)
Uraian Pertumbuhan
2019 2018
Description Growth
Nominal %
Konsesi | Concession 1.520,08 1.485,05 35,027 2,36%
Groundhandling & AHAN | Groundhandling & AHAN 1.329,61 1.400,34 -70,727 -5,05%
Pelayanan Kargo | Cargo Service 704,44 669,53 34,912 5,21%
Sewa Ruangan | Room Rental 533,35 545,92 -12,570 -2,30%
Pemasangan Reklame | Billboard Installation 295,28 254,09 41,185 16,21%
Utilitas | Utilities 237,49 239,49 -2,002 -0,84%
Parkir Kendaraan | Vehicle Parking 183,21 243,85 -60,638 -24,87%
Lounge | Lounge 171,34 99,87 71,473 71,57%
Sewa Tanah | Ground Rental 135,54 101,29 34,247 33,81%
Pendapatan ICT | ICT Revenue 35,78 15,93 19,850 124,61%

Uraian Pertumbuhan
2019 2018
Description Growth
Nominal %
Jasa Logistik | Logistics Services 29,44 12,79 16,655 130,22%
Jasa Wrapping | Wrapping Services 17,78 18,65 -0,87 -4,66%
Pendapatan Jasa Gapura Leis | Leis Gate Services Revenue 15,90 35,74 -19,84 -55,51%
Jasa Konstruksi | Construction Service 15,67 7,40 8,27 111,76%
Pendapatan Jasa-GLC | GLC Service Revenue 14,41 10,10 4,31 42,67%
Hotel 10,25 2,81 7,44 264,77%
Pendapatan Jasa Keamanan | Security Service Revenue 10,13 9,45 0,68 7,20%
Pas Pelabuhan | Port Entrance 8,26 8,18 0,08 0,98%
Langganan Transportasi | Transportation Subscriptions 7,85 6,22 1,63 26,21%
Jasa Kelebihan Bagasi | Excess Baggage Services 7,32 5,25 2,07 39,43%
E-Commerce 4,59 1,75 2,84 162,29%
Pemasangan Iklan Digital | Digital Advertising 2,32 1,14 1,18 103,51%
Lainnya | Others 34,62 8,59 26,03 303,03%
Total Pendapatan Non-Aeronautika | Total Non-Aeronautical Revenues 5.324,66 5.183,43 141,23 2,72%
Beban Usaha Operating Expenses

Realisasi beban usaha pada tahun 2019 mencapai Rp8,75 The realization of operating expenses in 2019 reached
triliun, naik dibandingkan dengan beban usaha tahun 2018 Rp8.75 trillion, increased from the operating expenses of
Rp8,04 triliun. Beban usaha tersebut mengalami kenaikan 2018 of Rp8.04 trillion. The operating expenses increased
sebesar Rp705,16 miliar atau sebesar 8,77%. Peningkatan by Rp705.16 billion or 8.77%. This increase mainly from an
ini berasal dari kenaikan pada beban operasional bandara increase in airport operating expenses of Rp470.83 billion or
sebesar Rp470,83 miliar atau 10,00% dibandingkan beban 10.00% compared to the previous year’s operating expenses.
operasional tahun sebelumnya.
Beban Usaha 0 2.000 4.000 6.000 8.000 10.000
Operating Expenses
in billions Rupiah
2019
8.042,06
2018

Beban pegawai memberikan kontribusi kenaikan terhadap Employee expenses also contributed to the increase in
peningkatan beban usaha sebesar Rp146,41 miliar atau operating expenses by Rp146.41 billion or 7.02%. As for the
7,02%. Adapun kenaikan komponen beban usaha yang lain increase in other operating expense components compared
dibandingkan tahun sebelumnya adalah beban umum dan to the previous year, general and administrative expenses
administrasi naik Rp100,04 miliar (8,25%). Sedangkan beban increased by Rp100.04 billion (8.25%). While marketing
pemasaran turun sebesar Rp12,12 miliar (35,43%). expenses decreased by Rp12.12 billion (35.43%).
Beban Usaha (dalam Miliar Rupiah)

Operating Expenses (in Billions Rupiah)
Uraian Perubahan
2019 2018
Description Change
Nominal %
Beban operasional bandara | Airport operating expenses 5.180,94 4.710,11 470,83 10,00%
Beban pegawai | Employee expense 2.231,74 2.085,34 146,40 7,02%
Beban umum dan administrasi | General and administrative expenses 1.312,44 1.212,40 100,04 8,25%
Beban pemasaran | Marketing expenses 22,09 34,21 -12,12 -35,43%
Total Beban Usaha | Total Operating Expenses 8.747,21 8.042,06 705,16 8,77%
Laba Usaha Operating Profit

Angkasa Pura II mencatatkan peningkatan laba usaha pada Angkasa Pura II recorded an increase in operating profit in
tahun 2019 dibandingkan tahun 2018. Laba usaha tahun 2019 2019 compared to 2018. Operating profit in 2019 amounted
sebesar Rp2,44 triliun, menurun sebesar Rp657,91 miliar atau to Rp2.44 trillion, decreased by Rp657.91 billion or 21.22%
21,22% dibanding laba usaha tahun 2018 yang tercatat sebesar compared to operating income in 2018 which was recorded
Rp3,10 triliun. Realisasi tersebut sejalan dengan penurunan at Rp3.10 trillion. This realization was in line with the decline
pendapatan usaha dan peningkatan pada beban usaha. in operating revenues and an increase in operating expenses.
Penghasilan (Beban) Keuangan Financial Income (Expenses)

Realisasi beban keuangan pada tahun 2019 mencapai The realization of the financial expenses in 2019 reached
Rp729,04 miliar. Hal ini menunjukkan adanya kenaikan Rp729.04 billion. This shows an increase of Rp450.73 billion
sebesar Rp450,73 miliar dibandingkan pada tahun 2018 compared to 2018 which recorded a financial expenses
yang mencatatkan beban keuangan sebesar Rp278,31 miliar. of Rp278.31 billion. In general, the factors that affected
Secara umum, faktor yang mempengaruhi peningkatan the increase were an increase in financial expenses and a
tersebut yaitu peningkatan biaya keuangan dan penurunan decrease in financial income.
penghasilan keuangan.
Penghasilan (Beban) Keuangan (dalam Miliar Rupiah)

Financial Income (Expense) (in Billions Rupiah)
Uraian Perubahan
2019 2018
Description Change
Nominal %
Penghasilan keuangan | Financial income 152,8 272,96 -120,16 -44,02%
Pajak final atas penghasilan keuangan | Final tax on financial income -30,63 -53,68 23,05 -42,94%
Biaya keuangan | Financial costs -795,85 -476,94 -318,91 66,87%

Uraian Perubahan
2019 2018
Description Change
Nominal %
Bagian laba (rugi) entitas asosiasi | Share in profit of the associated entities -55,36 -20,65 -34,71 168,09%
Total Penghasilan (Beban) Keuangan | Other Total Income (Expenses) -729,04 -278,31 -450,73 161,95%
Laba Sebelum Pajak Penghasilan Badan Profit Before Corporate Income Tax
Angkasa Pura II mencatatkan penurunan laba sebelum pajak Angkasa Pura II recorded a decrease in profit before corporate
penghasilan badan pada tahun 2019 dibandingkan tahun income tax in 2019 compared to 2018. Profit before corporate
2018. Laba sebelum pajak penghasilan badan tahun 2019 income tax in 2019 was Rp1.57 trillion, decreased by Rp1.14
sebesar Rp1,57 triliun, turun sebesar Rp1,14 triliun atau trillion or 41.95% compared to 2018 which was recorded at
41,95% dibanding 2018 yang tercatat sebesar Rp2,71 triliun. Rp2.71 trillion. This is caused by the addition of other expense.
Hal tersebut disebabkan adanya penambahan biaya lain-lain.
Laba Sebelum Pajak 0 500 1.000 1.500 2.000 2.500 3.000
Penghasilan Badan
Profit Before Corporate 1.572,53
Income Tax
in billions Rupiah
2.708,76
2018
Beban (Manfaat) Pajak Penghasilan Badan Corporate Income Tax Expense (Benefit)
Beban pajak penghasilan badan tahun 2019 sebesar Corporate income tax expense in 2019 amounted to Rp565.27
Rp565,27 miliar, turun sebesar Rp185,55 miliar atau 24,71% billion, a decrease of Rp185.55 billion or 24.71% compared to
dibandingkan beban pajak penghasilan badan tahun 2018 the 2018 corporate income tax expense of Rp750.82 billion.
sebesar Rp750,82 miliar.
Beban Pajak Penghasilan Badan 0 100 200 300 400 500 600 700 800
Corporate Income Tax Expense

(Benefit) 565,27
dalam miliar Rupiah
in billions Rupiah 2019
750,82
2018
Laba Tahun Berjalan Current Year Profit

Angkasa Pura II berhasil membukukan laba bersih pada Angkasa Pura II managed to record net profit in 2019
tahun 2019 sebesar Rp1,01 triliun. Laba bersih tersebut turun amounting to Rp1.01 trillion. The net profit decreased by

sebesar Rp950,68 miliar atau 48,56% dibandingkan tahun Rp950.68 billion or 48.56% compared to 2018 which was
2018 yang tercatat sebesar Rp1,96 triliun. recorded at Rp1.96 trillion.
Laba Tahun Berjalan 0 500 1.000 1.500 2.000
Current Year Profit

in billions Rupiah
2019
1.957,94
2018
Seiring dengan realisasi laba tahun berjalan tahun 2019, In line with the realization of 2019 current year profit, profit
maka laba yang dapat diatribusikan kepada pemilik entitas attributable to owners of the parent entity reached Rp1.02
induk mencapai Rp1,02 triliun, turun Rp942,32 miliar atau trillion, a decrease of Rp943.32 billion or 48.13% compared
48,13% dibandingkan laba yang dapat diatribusikan kepada to profit attributable to owners of the parent entity in 2018
pemilik entitas induk tahun 2018 sebesar Rp1,96 triliun. amounting to Rp1.96 trillion.
Tabel Laba Tahun Berjalan yang dapat Diatribusikan (dalam Miliar Rupiah)
Current Year Profit Attributable (in Billions Rupiah)
Uraian Perubahan
2019 2018
Description Change
Nominal %
Laba tahun berjalan yang dapat diatribusikan kepada: 1.007,26 1.957,94 -950,68 -48,56%
Current year’s profit attributable to:
Pemilik entitas induk | Owner of the parent entity 1.015,68 1.958,00 -942,32 -48,13%
Kepentingan non-pengendali | Non-controlling interests -8,42 -0,06 -8,36 -13.933,33%
Laba Komprehensif Tahun Berjalan Comprehensive Income For The Year

Angkasa Pura II juga mencatatkan total laba komprehensif Angkasa Pura II also recorded total comprehensive income
tahun berjalan tahun 2019 sebesar Rp919,93 miliar, turun for the year 2019 of Rp919.93 billion, a decrease of Rp1.02
sebesar Rp1,02 triliun atau 52,62% dibandingkan tahun 2018 trillion or 52.62% compared to 2018 which was recorded at
yang tercatat sebesar Rp1,94 triliun. Rp1.94 trillion.
Laba Komprehensif 0 500 1.000 1.500 2.000
Tahun Berjalan
Comprehensive Income 919,93
for the Year
in billions Rupiah
1.941,52
2018

Seiring dengan realisasi Laba komprehensif tahun berjalan In line with the realization of comprehensive income for the
pada tahun 2019, maka Laba komprehensif tahun berjalan year 2019, the comprehensive income for the year attributable
yang dapat diatribusikan kepada pemilik entitas induk tahun to owners of the parent entity in 2019 amounted to Rp942.80
2019 sebesar Rp942,80 triliun, turun Rp998,78 miliar atau trillion, a decrease of Rp998.78 billion or 51.44% compared to
51,44% dibandingkan laba komprehensif tahun berjalan yang the comprehensive income for the year attributable to owners
dapat diatribusikan kepada pemilik entitas induk tahun 2018 of the parent entity in 2018 amounting to Rp1.94 trillion.
sebesar Rp1,94 triliun.
Tabel Laba Komprehensif Tahun Berjalan yang dapat Diatribusikan (dalam Miliar Rupiah)
Table of Comprehensive Income Attributable for the Year (in Billions Rupiah)
Uraian Perubahan
2019 2018
Description Change
Nominal %
Laba komprehensif tahun berjalan yang dapat diatribusikan kepada: 919,93 1.941,52 -1.021,59 -52,62%
Comprehensive income for the year attributable to:
Pemilik entitas induk | Owner of the parent entity 942,80 1.941,58 -998,78 -51,44%
Kepentingan non-pengendali | Non-controlling interests -22,87 -0,06 -22,82 -38.033,33%
Laba Per Saham Dasar Basic Earning Per Share

Di tahun 2019, laba per saham dasar tercatat lebih rendah In 2019, basic earnings per share was recorded to be lower in
nilainya dibandingkan tahun 2018. Laba per saham di tahun value compared in 2018. Earnings per share in 2019 amounted
2019 sebesar Rp74.171, sedangkan di tahun 2018 adalah to Rp74,171, while in 2018 it amounted to Rp273,087.
sebesar Rp273.087.
Laba Per Saham Dasar 0 50.000 100.000 150.000 200.000 250.000 300.000
Basic Earning Per Share

dalam Rupiah penuh 74.171
in full Rupiah
2019
273.087
2018
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 at
Desember 2019 sebesar Rp3,42 triliun, turun sebesar December 31, 2019 of Rp3.42 trillion, a decreased of Rp362.66
Rp362,66 miliar atau 9,58% dibandingkan dengan kas dan billion or 9.58% compared to cash and cash equivalents as at

setara kas per 31 Desember 2018 sebesar Rp3,79 triliun. December 31, 2018 which amounted to Rp3.79 trillion. This
Penurunan ini terutama disebabkan oleh penurunan arus decrease was mainly due to a decrease in cash flow from
kas dari aktivitas operasi. operating activities.
Laporan Arus Kas Konsolidasian (dalam Miliar Rupiah)

Consolidated Statement of Cash Flows (in Billions Rupiah)
Uraian Perubahan
2019 2018
Description Change
Nominal %
Arus Kas dari Aktivitas Operasi | Cash Flow from Operating Activities 2.095,74 3.147,56 -1.051,82 -33,42%
Arus Kas dari Aktivitas Investasi | Cash Flow from Investing Activities -5.787,31 -8.716,36 2.929,05 33,60%
Arus Kas dari Aktivitas Pendanaan | Cash Flow from Financing Activities 3.328,91 3.202,86 126,05 3,94%
Kenaikan (Penurunan) Bersih Kas dan Setara Kas -362,66 -2.365,94 2.003,28 -84,67%
Increase (Decrease) of Net Cash and Cash Equivalents
Kas dan Setara Kas Awal Tahun 3.786,76 6.152,70 -2.365,94 -38,45%
Cash and Cash Equivalents Early at Beginning of Year
Kas dan Setara Kas Akhir Tahun | Cash and Cash Equivalents at End of Year 3.424,09 3.786,76 -362,66 -9,58%
Arus Kas dari Aktivitas Operasi Cash Flow from Operating Activities
Arus kas dari aktivitas operasi per 31 Desember 2019 Cash flows from operating activities as of December 31, 2019
tercatat sebesar Rp2,09 triliun, menurun sebesar Rp1,05 were recorded at Rp2.09 trillion, decreased by Rp1.05 trillion
triliun atau 33,42% dibandingkan arus kas dari aktivitas or 33.42% compared to cash flows from operating activities
operasi per 31 Desember 2018 sebesar Rp3,15 triliun. Hal as of December 31, 2018 amounting to Rp3.15 trillion. This is
ini disebabkan karena pembayaran kepada pemasok dan due to payments to suppliers and other third parties.
pihak ketiga lainnya.
Arus Kas dari Aktivitas Operasi (dalam Miliar Rupiah)

Cash Flow from Operating Activities (in Billions Rupiah)
Uraian Perubahan
2019 2018
Description Change
Nominal %
Penerimaan dari Pelanggan | Receipt from Customers 10.881,19 10.587,12 294,07 2,78%
Pembayaran kepada Pemasok, Kontraktor dan Pihak Ketiga Lainnya -5.172,34 -4.435,40 -736,94 16,61%
Payments to Suppliers, Contractors and Other Third Parties
Pembayaran kepada Karyawan | Payment to Employees -2.035,81 -1.977,89 -57,92 2,93%
Pembayaran Pajak | Payment for Taxes -863,37 -727,12 -136,25 18,74%

Uraian Perubahan
2019 2018
Description Change
Nominal %
Pembayaran Beban Bunga | Payment of Interest Expense -795,85 -476,94 -318,91 -44,28%
Penerimaan Pendapatan Bunga 122,17 219,28 -97,11 -2,98%

Receipt of Interest Income
Pembayaran Lainnya | Other Payments -40,25 -41,48 1,23 -2,98%
Kas Bersih yang Diperoleh dari Aktivitas Operasi 2.095,74 3.147,56 -1.051,82 -33,42%
Net Cash from Operating Activities
Arus Kas untuk Aktivitas Investasi Cash Flow from Investing Activities
Arus kas dari aktivitas investasi per 31 Desember 2019 tercatat Cash flow from investing activities as of December 31, 2019
sebesar Rp5,79 triliun, menurun sebesar Rp2,93 triliun atau was recorded at Rp5.79 trillion, a decrease of Rp2.93 trillion
33,60% dibandingkan arus kas dari aktivitas investasi per 31 or 33.60% compared to cash flow from investing activities
Desember 2018 sebesar Rp8,72 triliun. Hal ini, disebabkan as of December 31, 2018 amounting to Rp8.72 trillion. This
adanya penurunan perolehan aset tetap dan uang muka was due to a decrease in the acquisition of fixed assets and
pembelian tanah. advances for land purchases.
Arus Kas dari Aktivitas Investasi (dalam Miliar Rupiah)

Cash Flow from Investing Activities (in Billions Rupiah)
Uraian Perubahan
2019 2018
Description Change
Nominal %
Perolehan aset tetap dan uang muka pembelian tanah -5.695,39 -8.721,95 3.026,56 -34,70%
Fixed assets acquisition and advances for the land purchase
Penerimaan dari penjualan aset tetap 187,68 2,58 185,10 7.174,42%

Proceeds from sales of fixed asset
Penambahan penyertaan saham -291,60 0,00 -291,60 -100,00%

Proceed from the sale of financial assets available-for-sale
Hasil penjualan aset keuangan tersedia untuk dijual 12,00 3,00 9,00 300,00%
Proceeds from the sale of financial assets are available for sale
Kas neto yang digunakan untuk aktivitas investasi -5.787,31 -8.716,36 2.929,05 -33,60%
Net cash used for investing activities
Arus Kas untuk Aktivitas Pendanaan Cash Flow from Financing Activities
Arus kas untuk aktivitas pendanaan per 31 Desember Cash flows for financing activities as at December 31, 2019
2019 tercatat sebesar Rp3,33 triliun, meningkat sebesar were recorded at Rp3.33 trillion, an increase of Rp126.05
Rp126,05 miliar. Sementara per 31 Desember 2018, Angkasa billion. While as of December 31, 2018, Angkasa Pura II
Pura II mencatatkan arus kas untuk aktivitas pendanaan recorded cash flows for financing activities of Rp3.20 trillion.

sebesar Rp3,20 triliun. Peningkatan arus kas untuk aktivitas The increase in cash flow for financing activities was due to
pendanaan disebabkan oleh peningkatan utang bank. an increase in bank loan.
Arus Kas dari Aktivitas Pendanaan (dalam Miliar Rupiah)

Cash Flow from Financing Activities (in Billions Rupiah)
Uraian Perubahan
2019 2018
Description Change
Nominal %
Penerimaan utang jangka panjang:

Proceeds from long-term liabilities:
1. Utang bank | Bank loan 4.110,31 2.917,07 1.193,24 40,91%
2. Utang obligasi | Bonds payable - 750,00 -750 -100,00%
Pembayaran pinjaman bank -335,34 -133,55 -201,78 151,09%

Payment of bank loans
Pembayaran biaya transaksi utang bank -6,39 -21,11 14,72 -69,72%

Payments for bank loan transaction costs
Pembayaran biaya transaksi utang obligasi - -7,59 7,59 -100,00%

Payments for bonds payable transaction costs
Pembayaran dividen kas -439,67 -301,95 -137,72 45,61%

Payment of cash dividends
Kas bersih yang diperoleh dari aktivitas pendanaan 3.328,91 3.202,86 126,05 3,94%
Net cash from financing activities
Laporan Rasio Keuangan Penting Key Financial Ratios Reports

Rasio keuangan yang digunakan dalam penilaian kinerja The financial ratio used in evaluating the company’s
Perseroan per 31 Desember 2019 adalah mengacu kepada performance as of December 31, 2019 is referring to the
Keputusan Menteri Badan Usaha Milik Negara Nomor: Decree of the Minister of State-Owned Enterprises Number:
KEP-100/MBU/2002 tentang Penilaian Tingkat Kesehatan KEP-100/MBU/2002 concerning Assessment of the Soundness
Badan Usaha Milik Negara. Berikut uraian mengenai rasio of State-Owned Enterprises. The following is description
keuangan konsolidasian penting yang menggambarkan regarding key consolidated financial ratios that describe the
pencapaian kinerja keuangan dan operasional Perseroan achievement of the Company’s financial performance and
untuk tahun 2019 dan 2018. operations for 2019 and 2018.
Rasio Keuangan Konsolidasian Penting

Key Consolidated Financial Ratios
Uraian
2019 2018 ∆ 2018–2019
Description
Rasio Likuiditas | Liquidity Ratio
Rasio Kas | Cash Ratio 64,12% 74,82% -10,70%
Rasio Lancar | Current Ratio 111,69% 120,41% -8,72%

Uraian
2019 2018 ∆ 2018–2019
Description
Rasio Leverage | Leverage Ratio
Rasio Liabilitas Terhadap Aset | Liability to Asset Ratio 44,45% 39,05% 5,40%
Rasio Liabilitas Terhadap Ekuitas | Liability to Equity Ratio 80% 64,06% 15,94%
Rasio Profitabilitas | Profitability Ratio
Marjin Laba Bersih | Net Profit Margin 9,09% 17,49% -8,40%
Rasio Laba Bersih Terhadap Aset (ROA) | Return on Assets Ratio (ROA) 2,29% 4,98% -2,69%
Rasio Laba Bersih Terhadap Ekuitas (ROE) | Return on Equity Ratio (ROE) 6,00% 15,91% -9,91%
Rasio Laba Bersih Terhadap Investasi (ROI) | Return on Investment Ratio (ROI) 11,50% 15,36% -3,86%
Rasio Aktivitas | Activity Ratio
Periode Kolektibilitas (dalam satuan hari) | Collectability Period (in days) 48 45 3,00%
Perputaran Persediaan (dalam satuan hari) | Inventory Turnover Ratio (in days) 1 1 0
Total Aset Turn Over | Assets Turnover Ratio 32,31% 37,77% -4,46%
TMS terhadap Total Aset | TMS to Total Assets 39,04% 14,20% 24,84%
Rasio Likuiditas Liquidity Ratio

Adalah ukuran yang dipergunakan untuk menghitung tingkat Is a measure used to calculate the level of a company’s ability
kemampuan perusahaan dalam memenuhi liabilitas jangka to meet its short-term liabilities. The capability level of
pendeknya. Adapun tingkat kemampuan Angkasa Pura II dan Angkasa Pura II and its Subsidiary (Persero) in 2019 in fulfilling
Entitas Anak (Persero) tahun 2019 dalam memenuhi liabilitas its short-term liabilities is indicated by:
jangka pendeknya ditunjukkan dengan:
1. Rasio Lancar mencapai sebesar 111,69%. 1. Current Ratio reached 111.69%.
2. Rasio Kas mencapai sebesar 64,12%. 2. Cash Ratio reaches as much as 64.12%.
Dibanding dengan tahun 2018, rasio lancar, rasio likuiditas Compared to 2018, the current ratio, other liquidity ratios
lainnya tahun 2019 mengalami penurunan. Namun demikian, in 2019 have decreased. However, in general the liquidity of
secara umum likuiditas Perseroan dan Entitas Anak di tahun the Company and its Subsidiaries in 2019 is still very good in
2019 masih sangat baik dalam memenuhi kebutuhan meeting its liquidity needs.
likuditasnya.
Rasio Leverage Leverage Ratio

Adalah ukuran yang dipergunakan untuk menghitung It is a measure used to calculate the level of a company’s
tingkat kemampuan perusahaan dalam memenuhi segala ability to fulfill all its liabilities if the company and subsidiaries
liabilitasnya apabila saat ini perusahaan dan entitas anak are currently liquidated. The capability level of Angkasa Pura
dilikuidasi. Adapun tingkat kemampuan Angkasa Pura II II in 2019 in meeting liabilities if liquidation is carried out at
tahun 2019 dalam memenuhi liabilitas apabila dilakukan this time is indicated by:
likuidasi pada saat ini ditunjukkan dengan:
1. Rasio Liabilitas atas Aset sebesar 44,45%. 1. Assets Liability Ratio of 44.45%.
2. Rasio Liabilitas atas Ekuitas sebesar 80,00%. 2. Liabilities to Equity Ratio of 80.00%.

Dibandingkan dengan tahun 2018, terjadi kenaikan Compared to 2018, there was an increase in the Company’s
dalam rasio leverage Perseroan tahun 2019, sehingga leverage ratio in 2019, so that it showed more ability to meet
menunjukkan semakin mampu dalam memenuhi kebutuhan its required solvency.
solvabilitasnya.
Rasio Aktivitas Activity Ratio

Adalah ukuran yang dipergunakan untuk menghitung As a measure used to calculate the level of effectiveness of
tingkat efektivitas perusahaan dan Entitas Anak dalam companies and subsidiaries in utilizing all the controlled
memanfaatkan semua sumber daya yang ada pada resources.
pengendaliannya.
Adapun tingkat efektivitas Angkasa Pura II dan Entitas Anak The effectiveness of Angkasa Pura II and its Subsidiaries in
tahun 2019 dalam mengendalikan sumber daya yang dimiliki 2019 in in controlling the owned resources indicated by:
ditunjukkan dengan:
1. Rasio Perputaran Persediaan sebanyak 1 hari. 1. Inventory Turnover Ratio of 1 days.
2. Periode Kolektibilitas sebanyak 48 hari. 2. The Collectability Period of 48 days.
Dibandingkan dengan tahun 2018, Rasio Perputaran Aset Compared to 2018, the Asset Turnover Ratio in 2019 has
tahun 2019 terjadi kenaikan, sedangkan Rasio Perputaran increased, while the Inventory Turnover Ratio in 2019
Persediaan tahun 2019 terjadi penurunan jumlah hari decreased in number of billing turnover days from last
perputaran penagihan dari tahun lalu. Dengan demikian, year. Thus, in general the activities of the Company and
secara umum aktivitas Perseroan dan Entitas Anak tahun Subsidiaries in 2019 were in very good condition and there
2019 dalam kondisi yang sangat baik dan terjadi peningkatan was an increase compared to the previous year.
dibanding tahun sebelumnya.
Rasio Profitabilitas (Rasio Kemampuan Laba) Profitability Ratio

Adalah ukuran yang dipergunakan untuk menghitung Is a measure used to calculate the net outcome of various
hasil akhir bersih dari berbagai kebijakan dan keputusan management policies and decisions that will provide the final
manajemen yang akan memberikan jawaban akhir tentang answer about the effectiveness of management in managing
efektivitas manajemen dalam mengelola perusahaan. the company. The profitability level of Angkasa Pura II and its
Adapun tingkat profitabilitas Angkasa Pura II dan Entitas Subsidiaries in 2019 is indicated by:
Anak tahun 2019 ditunjukkan dengan:
1. Rasio Imbalan Ekuitas sebesar 6,00%. 1. Return on Equity of 6.00%.
2. Rasio Imbalan Aset sebesar 2,29%. 2. Return on Asset of 2.29%.
3. Rasio Imbalan Investasi sebesar 11,50%. 3. Return on Investment of 11.50%.
4. Rasio Margin Laba Bersih sebesar 9,09%. 4. Net Profit Margin ratio of 9.09%.
Dibandingkan dengan tahun 2018, rasio margin laba bersih, Compared to 2018, the ratio of net profit margin, return on
rasio imbalan ekuitas, rasio imbalan aset, dan rasio imbalan equity ratio, return on asset ratio, and return on investment
investasi, mengalami penurunan tidak signifikan pada tahun ratio, did not decrease significantly in 2019. However, in
2019. Namun demikian, secara umum ditinjau dari aspek general terms of profitability aspects of Angkasa Pura II and
profitabilitas Angkasa Pura II dan Entitas Anak tahun 2019 Subsidiaries in 2019 was good enough.
adalah cukup baik.

Tinjauan Informasi Keuangan Lainnya

Overview of Other Financial Information
Kemampuan Membayar Utang dan Tingkat Solvency and Collectability Rate of the Company
Kolektibilitas Piutang Perusahaan
Kemampuan perusahaan untuk membayar utang atas The company’s ability to repay the debt on the loan can be
pinjaman dapat dijelaskan melalui kemampuan membayar explained by the ability to pay short-term and long-term debt
utang jangka pendek dan jangka panjang tahun 2019, sebagai in 2019, as follows.
berikut.
Kemampuan Membayar Utang Jangka Pendek The Ability to Pay Short-Term Debt
Untuk mengukur tingkat kemampuan perusahaan dalam To measure the level of a company’s ability to meet short-
memenuhi liabilitas/utang jangka pendek berdasarkan rasio term liabilities/debt based on liquidity ratios. The level of
likuiditas. Tingkat likuiditas dapat ditunjukkan dengan Rasio liquidity can be indicated by the Cash Ratio and Current Ratio.
Kas dan Rasio Lancar. Rasio Kas menjelaskan kemampuan The Cash Ratio explains the Company’s ability to pay off its
Perseroan untuk melunasi liabilitas jangka pendeknya short-term liabilities through cash and cash equivalents (the
melalui kas dan setara kas (aset yang paling likuid) yang most liquid assets) owned. Current Ratio is a ratio used to see
dimiliki. Rasio Lancar merupakan rasio yang digunakan untuk the ability of a company to repay debt using current assets.
melihat kemampuan perusahaan untuk membayar hutang
dengan menggunakan aktiva lancar.
Dibanding dengan tahun 2018, Rasio Kas dan Rasio Lancar Compared to 2018, the Cash Ratio and Current Ratio for 2019
tahun 2019 lebih rendah. Likuiditas berdasarkan rasio kas were lower. Liquidity based on cash ratio and current ratio in
dan rasio lancar tahun 2019 sebesar 64,12% dan 111,69%, 2019 amounted to 64.12% and 111.69%, compared to the cash
dibandingkan rasio kas dan rasio lancar tahun 2018 sebesar ratio and the current ratio of 2018 of 74.82% and 120.41%.
74,82% dan 120,41%.
Tabel Rasio Likuiditas

Liquidity Ratio Table
Uraian
2019 2018 ∆ 2018–2019
Description
Rasio Kas | Cash Ratio 64,12% 74,82% -10,70%
Rasio Lancar | Current Ratio 111,69% 120,41% -8,72%
Kemampuan Membayar Utang Jangka Panjang The Ability to Pay Long-Term Debt
Sedangkan untuk mengukur tingkat kemampuan perusahaan Meanwhile, to measure the level of a company’s ability to
dalam memenuhi segala liabilitasnya termasuk liabilitas/ meet all its liabilities, including long-term liabilities/debt
utang jangka panjang berdasarkan rasio solvabilitas. Dalam based on solvency ratios. In this case, solvency ratio is a
hal ini, rasio solvabilitas adalah ukuran yang dipergunakan measure used to calculate the level of a company’s ability
untuk menghitung tingkat kemampuan perusahaan dalam to fulfill all its liabilities if the company and subsidiaries are
memenuhi segala liabilitasnya apabila saat ini perusahaan currently liquidated.
dan entitas anak dilikuidasi.

Tingkat kemampuan Perseroan dalam memenuhi liabilitas The Company’s ability to meet liabilities when liquidated
apabila dilakukan likuidasi pada saat ini ditunjukkan dengan is currently shown by the Liabilities to Assets Ratio and
Rasio Liabilitas atas Aset dan Rasio Liabilitas atas Ekuitas. Liabilities to Equity Ratio. The Company’s ability to meet its
Kemampuan Perseroan dalam memenuhi kewajiban debt based on the Liabilities to assets and equity ratio in 2019
utangnya berdasarkan rasio liabilitas terhadap aset dan were 44.45% and 80.00%.
ekuitas tahun 2019 sebesar 44,45% dan 80,00%.
Tabel Rasio Solvabilitas

Solvency Ratio
Uraian
2019 2018 ∆ 2018–2019
Description
Rasio Liabilitas terhadap Aset | Liabilities to Assets Ratio 44,45% 39,05% 5,40%
Rasio Liabilitas terhadap Ekuitas | Liabilities to Equity Ratio 80,00% 64,06% 15,94%
Kolektibilitas Piutang Receivables Collectability

Tingkat kolektibilitas piutang Angkasa Pura II menunjukkan The collectability of Angkasa Pura II’s receivables shows an
peningkatan kinerja dalam periode perputaran piutang dari increase in performance in the receivable turnover period
tahun sebelumnya. Kolektibilitas piutang di tahun 2019 adalah from the previous year. The receivables collectability in 2019
sebesar 48 hari, sedangkan di tahun 2018 adalah sebesar 45 is 48 days, whereas in 2018 is 45 days. This ratio is still better
hari. Rasio ini masih lebih baik dari tingkat rasio yang telah than the ratio set by the Ministry of SOEs, which is a maximum
ditetapkan Kementerian BUMN, yaitu maksimal 60 hari. of 60 days.
Berdasarkan hasil penelaahan kolektibilitas piutang Based on the review results of the trade receivables
usaha pada akhir tahun, manajemen berkeyakinan bahwa collectibility at the end of the year, management believes that
cadangan penurunan nilai piutang usaha adalah cukup. the allowance for impairment of trade accounts is adequate.
Struktur Modal dan Kebijakan Manajemen Capital Structure and Management Policy on
atas Struktur Modal Capital Structure
Struktur Modal Capital Structure
Ekuitas yang dapat diatribusikan kepada pemilik entitas Equity attributable to owners of the parent entity is capital
induk merupakan modal yang dikelola oleh Kelompok managed by the Group. The main objective of the Group’s
Usaha. Tujuan utama pengelolaan modal Kelompok Usaha capital management is to ensure the maintenance of a healthy
adalah untuk memastikan pemeliharaan rasio modal yang capital ratio to support the business and maximize shareholder
sehat untuk mendukung usaha dan memaksimalkan nilai value. The Group manages the capital structure and makes
pemegang saham. Kelompok Usaha mengelola struktur adjustments based on changes in economic conditions.
permodalan dan melakukan penyesuaian berdasarkan
perubahan kondisi ekonomi.
Komposisi struktur modal tahun 2019 yang dimiliki oleh The composition of the capital structure of 2019 owned by the
Perseroan adalah 44,45% berasal dari Liabilitas dan 55,55% Company is 44.45% derived from Liabilities and 55.55% in the
berupa Ekuitas, komposisi ini mengalami perubahan jika form of Equity, this composition has changed when compared
dibandingkan dengan tahun 2018. Komposisi struktur modal to 2018. The composition of capital structure originating from
yang berasal dari Liabilitas mengalami peningkatan sebesar Liabilities increased by 27.38%, while capital from Equity
27,38%, sedangkan modal dari Ekuitas meningkat sebesar

1,99%. Sehingga, secara keseluruhan total modal yang increased by 1.99%. Thus, overall the total capital invested
diinvestasikan Perseroan meningkat sebesar 11,90%. by the Company increased by 11.90%.
Struktur Modal (dalam Miliar Rupiah)

Capital Structure (in Billions Rupiah)
Uraian
No 2019 2018
Description
Nominal Posisi (%) Nominal Posisi (%)

Position (%) Position (%)
1 Liabilitas | Liabilities 19.555,22 44,45 15.351,92 39,05
Liabilitas Jangka Pendek | Current Liabilities 5.339,91 12,14 5.061,13 12,87
Liabilitas Jangka Panjang | Long-term Liabilities 14.215,31 32,31 10.290,79 26,17
2 Ekuitas | Equity 24.442,81 55,55 23.966,43 60,95
3 Liabilitas dan Ekuitas | Liabilities and Equity 43.998,03 100,00 39.318,35 100,00
Kebijakan Manajemen atas Struktur Modal Management Policy on Capital Structure

Susunan pemegang saham Perseroan dan kepemilikan The composition of the Company’s shareholders and share
saham pada tanggal 31 Desember 2019 dan 2018 adalah ownership as of December 31, 2019 and 2018 are as follows:
sebagai berikut:
Pemegang saham Jumlah saham ditempatkan dan disetor penuh Persentase Total
Shareholder Number of shares issued and fully paid Percentage Total
Pemerintah Indonesia 15.971.652 100% 15.971.652.000.000

Indonesian Government
Berdasarkan akta No. 40 tanggal 16 Agustus 2012 oleh Notaris Based on notarial deed No. 40 dated August 16, 2012 by Notary
Otty Hari Chandara Ubayani, S.H., modal dasar Perseroan Otty Hari Chandara Ubayani, S.H., the authorized capital of
adalah Rp20.000.000.000.000 yang terbagi atas 20.000.000 the Company is Rp20,000,000,000,000 which is divided into
saham masing-masing dengan nilai nominal Rp1.000.000 per 20,000,000 shares with par value of Rp1,000,000 per share.
saham.
Melalui Peraturan Pemerintah (“PP”) No. 130 Tahun 2015 Through the Government Regulation (“PP”) No. 130 Year
tanggal 28 Desember 2015 dan Surat Keputusan Menteri 2015 dated December 28, 2015 and the Decree of the Minister
BUMN No. S-17/MBU/01/2016 tanggal 8 Januari 2016, Menteri of SOEs No. S-17/MBU/01/2016 dated January 8, 2016, the
BUMN menetapkan penambahan penyertaan modal Negara Minister of SOEs determines the addition of State capital
Republik Indonesia sebesar Rp2.000.000.000.000 dalam Investment of the Republic of Indonesia in the amount of
rangka pembebasan lahan untuk pembangunan landasan Rp2,000,000,000,000 in the framework of land acquisition for
pacu (runway) 3 Bandar Udara Internasional Soekarno- the construction of runway 3 for Soekarno- Hatta International
Hatta. Kenaikan modal saham tersebut telah dicatat oleh Airport. The increase in share capital has been recorded by
Kementerian Hukum dan Hak Asasi Manusia melalui Surat the Ministry of Law and Human Rights by virtue of Letter No.
No. AHU-AH.01.03-0027712 tanggal 1 Maret 2016. AHU-AH.01.03-0027712 dated March 1, 2016.

Berdasarkan Surat Menteri Badan Usaha Milik Negara Based on the Letter of the Minister of State-Owned Enterprises
selaku Rapat Umum Pemegang Saham Perseroan tanggal as the General Meeting of Shareholders of the Company dated
28 Februari 2019 yang telah diaktakan dengan Akta Notaris February 28, 2019 which was notarized with Notarial Deed
Maya Veronica, SH, M.Kn. No. 21 tanggal 26 Maret 2019, Maya Veronica, SH, M.Kn No. 21 dated March 26, 2019, the
anggaran dasar Perseroan mengalami perubahan. Akta Company’s articles of association changed. The deed of
perubahan anggaran dasar tersebut telah diberitahukan amendment to the articles of association has been notified
kepada Kementerian Hukum dan Hak Asasi Manusia Republik to the Ministry of Law and Human Rights of the Republic
Indonesia melalui Surat Penerimaan Pemberitahuan of Indonesia through the Notification of Acceptance Letter
No. AHU-AH.01.03-0189035 pada tanggal 5 April 2019. Saham No. AHU-AH.01.03-0189035 on April 5, 2019. The Company’s
Perseroan terbagi menjadi Saham Seri A Dwiwarna dan Seri B. shares are divided into Series A Dwiwarna and Series B.
Modal Dasar Perseroan sebesar Rp63.886.608.000.000 terbagi Authorized capital in the amount of Rp63,886,608,000,000
menjadi sebagai berikut: divided into as follows:
1. 1 saham Seri A Dwiwarna dengan nilai nominal per 1. 1 Dwiwarna Series A share with a par value of
saham sebesar Rp1.000.000. Rp1,000,000.
2. 63.886.607 saham Seri B masing-masing dengan 2. 63,886,607 Series B shares each with a nominal
nominal sebesar Rp1.000.000 atau seluruhnya dengan value of Rp1,000,000 or all with a nominal value of
nilai nominal Rp63.886.607.000.000. Rp63,886,607,000,000.
Manajemen Modal Capital Management

Ekuitas yang dapat diatribusikan kepada pemilik entitas Equity attributable to owners of the parent entity is capital
induk merupakan modal yang dikelola oleh Kelompok managed by the Company. The main objective of the Group’s
Usaha. Tujuan utama pengelolaan modal Kelompok Usaha capital management is to ensure the maintenance of a
adalah untuk memastikan pemeliharaan rasio modal yang healthy capital ratio to support the business and maximize
sehat untuk mendukung usaha dan memaksimalkan nilai shareholder value.
pemegang saham.
Kelompok Usaha mengelola struktur permodalan dan The Company manages its capital structure and make
melakukan penyesuaian berdasarkan perubahan kondisi adjustments, based on changes in economic conditions.
ekonomi.
Selain itu, Undang-undang Perseroan Terbatas Republik In addition, the Limited Liability Company Law of the
Indonesia No. 1/1995 yang diterbitkan pada Maret 1995 dan Republic of Indonesia No. 1/1995 issued in March 1995
telah diubah dengan Undang-undang No. 40/2007 yang and amended by Law No. 40/2007, issued in August 2007,
diterbitkan Agustus 2007, mensyaratkan pembentukan requires the establishment of a general reserve from net
cadangan umum dari laba bersih sejumlah minimal 20% income amounting to at least 20% of the issued and paid
dari modal ditempatkan dan disetor Perseroan. Tidak ada up capital of the Company. There is no time limit for forming
batasan waktu untuk membentuk cadangan tersebut. these reserves.
Berdasarkan Peraturan Pemerintah (“PP”) No. 46 Tahun 2019 Based on Government Regulation (“PP”) No. 46 Year 2019
tanggal 27 September 2019, Perseroan menerima pengurangan dated September 27, 2019, the Company received a reduction
Penyertaan Modal Negara (PMN) Republik Indonesia dengan in the Republic of Indonesia State Capital Participation
nilai buku sebesar Rp317.188.226.335 untuk dijadikan (PMN) with a book value of Rp317,188,226,335 to be made
penambahan Penyertaan Modal Negara (PMN) Republik as an addition to the Republic of Indonesia State Capital
Indonesia kedalam modal Perusahaan Umum LPPNPI. Participation in the LPPNPI
Kebijakan perusahaan adalah mempertahankan struktur The company’s policy is to maintain a sound capital structure
permodalan yang sehat untuk mengamankan akses terhadap to secure access to funding at a reasonable cost. Changes in
pendanaan pada biaya yang wajar. Perubahan kebijakan

struktur modal Perseroan dapat dilihat berdasarkan the Company’s capital structure policy can be seen based on
perbandingan nominal liabilitas dengan ekuitas pada tahun the comparison of nominal liabilities with equity in 2019 of
2019 sebesar 44,45%:55,55%, sedangkan pada tahun 2018 44.45%:55.55%, while in 2018 it was 39.05%:60.95%.
sebesar 39,05%:60,95%.
Ikatan Material untuk Investasi Barang Modal Material Commitments for Capital Goods
pada Tahun Terakhir Investment in the 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:
1. Kelompok program keselamatan dan keamanan 1. Aviation safety and security program group;
operasi penerbangan;
2. Kelompok program keselamatan dan keamanan 2. Airport safety and security program group;
bandara;
3. Kelompok program pelayanan penumpang dan kargo; 3. Passenger and cargo service programs group;
4. Kelompok pengembangan usaha; dan 4. Business development group; and
5. Kelompok program pendukung. 5. Supporting program group.
Belanja modal Perseroan dan Perusahaan Anak adalah The capital expenditures of the Company and Subsidiaries
sebagai berikut: are as follows:
Keterangan RKAP Tahun 2019 (Rp) RKAP Tahun 2018 (Rp) RKAP Tahun 2017 (Rp)
Description RKAP in 2019 (Rp) RKAP in 2018 (Rp) RKAP in 2017 (Rp)
Perseroan 13.910.055.429.000 18.768.843.262.000 11.468.196.522.000

Company
Perusahaan Anak (APS, APK, APP, APA, GAPURA) 538.743.186.000 216.498.180.332 17.219.948.900
Subsidiaries’ Companies (APS, APK, APP, APA, GAPURA)
Tujuan atas Ikatan Material The Purpose of Material Bonding

Tujuan dari ikatan material tersebut untuk belanja The purpose of this material bond is to spend capital goods to
barang modal ada untuk mendukung serta meningkatkan support and improve airport services to maintain the safety
pelayanan kebandarudaraan guna menjaga keselamatan and security of aviation and airport operations, improve
dan keamanan operasi penerbangan dan bandar udara, passenger services and business partners, and develop the
peningkatan pelayanan penumpang dan mitra usaha, serta Company’s business.
mengembangkan bisnis Perseroan.
Pihak yang Melakukan Ikatan Parties Doing Bonds

Adapun pihak-pihak yang melakukan ikatan material yaitu: The parties that make material bonds include: Karya SOEs
Mitra BUMN Karya dan beberapa perusahaan Swasta. partners and 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 berasal Sources of funds for the purchase of capital goods come
dari arus kas operasional Perseroan dan pinjaman bank dan from the Company’s operational cash flows and bank and
non-bank. Adapun mata uang yang menjadi denominasi non-bank loans. The currency that is the denomination in
dalam ikatan material untuk investasi barang modal tersebut material bonds for investment in capital goods is in the form
berupa mata uang Rupiah. Perseroan dan Perusahaan Anak of Rupiah. The Company and Subsidiaries do not have capital

tidak memiliki transaksi pembelanjaan modal dalam mata expenditure transactions in foreign currencies, and do not
uang asing, dan tidak memiliki transaksi lindung nilai. have hedging transactions.
Jika pengikatan tersebut tidak terealisasi, maka Perseroan If the bonding is not realized, the Company will make changes
akan melakukan perubahan perjanjian kerjasama dengan to the cooperation agreement with the vendor in the form of
vendor tersebut yang berupa addendum nilai, addendum an addendum of value, time period addendum or addendum
jangka waktu ataupun addendum ruang lingkup sesuai in accordance with the conditions that occur. In the event
dengan kondisi yang terjadi. Dalam hal terjadi wan prestasi, that a default occurs, the Company will call the vendor
Perseroan akan melakukan pemanggilan vendor kembali again in connection with the changes made to the plan. The
terkait dengan perubahan rencana yang dilakukan. Perseroan Company does not have debt in foreign currencies so that
tidak memiliki utang dalam mata uang asing sehingga changes in interest rates do not have a significant effect on
perubahan tingkat suku bunga tidak memberikan pengaruh the Company’s ability to repay loans or pay its obligations.
yang signifikan terhadap kemampuan Perseroan dalam The Company believes to be able to repay the loan or pay its
mengembalikan pinjaman atau membayar kewajibannya. obligations. All of the Company’s debts have a predetermined
Perseroan berkeyakinan untuk dapat mengembalikan interest rate.
pinjaman atau membayar kewajibannya. Semua utang
Perseroan memiliki tingkat bunga yang telah ditentukan.
Investasi Barang Modal yang Direalisasikan pada Investment of Capital Goods Realized in the
Tahun Buku Terakhir Last Fiscal Year
Investasi barang modal yang selesai pelaksanaannya pada Investment in capital goods completed in 2019 is 415
tahun 2019 adalah sebanyak 415 program, sebagai berikut: programs, as follows:
Uraian Program RKA 2019

No
Program Description RKA 2019
Pagu Rp(juta)
Program
Cap Rp(million)
1 Keselamatan & Keamanan Ops Penerbangan | Flight Operation Safety & Security 57 1.109.319.913
2 Keselamatan dan Keamanan Bandara | Airport Safety & Security 53 453.298.129
3 Pelayanan Penumpang dan Kargo | Passenger and Cargo Services 78 1.189.558.555
4 Pengembangan Usaha | Business Development 112 10.080.951.825
5 Pendukung | Support 115 1.076.927.007
Jumlah | Total 415 13.910.055.429

Untuk barang modal yang telah terlaksana adalah sebanyak For capital goods that are still under implementation are as
352 program, yakni: many as 352 programs, namely:
Uraian Program RKA 2019

No
Program Description RKA 2019
Pagu Rp(juta)
Program
Cap Rp(million)
1 Keselamatan & Keamanan Ops Penerbangan | Flight Operation Safety & Security 48 572.576.311
2 Keselamatan dan Keamanan Bandara | Airport Safety & Security 53 453.298.129
3 Pelayanan Penumpang dan Kargo | Passenger and Cargo Services 70 788.284.982
4 Pengembangan Usaha | Business Development 88 6.322.090.211
5 Pendukung | Support 93 651.128.556
Jumlah | Total 352 8.787.378.190
Perbandingan Target 2019 dengan Realisasi 2019 Comparison of the 2019 Target with 2019
dan Proyeksi 2019 Realization and 2019 Projection
Secara umum, kinerja Angkasa Pura II pada tahun 2019 cukup In general, the performance of Angkasa Pura II in 2019 is quite
baik. Dari kinerja laba rugi, Angkasa Pura II mencatatkan good. From the profit and loss performance, Angkasa Pura II
realisasi pendapatan usaha sebesar 8,82% terhadap RKAP recorded the realization of operating revenue of 8.82% of 2019
pendapatan usaha 2019, dan realisasi laba tahun berjalan operating revenue CWPB, and the realization of current year’s
mencapai 61,78% terhadap RKAP laba tahun berjalan 2019. profit reached 61.78% for the 2019 CWPB profit. Comparison
Perbandingan realisasi laba rugi terhadap RKAP Tahun 2019 of profit and loss realization for 2019 CWPB can be seen in the
dapat dilihat pada tabel berikut. following table.
RUPS PT Angkasa Pura II (Persero) telah memberikan The GMS of PT Angkasa Pura II (Persero) has given approval
persetujuan mengenai Rencana Kerja dan Anggaran regarding the 2019 Corporate Work Plan and Budget (CWPB),
Perusahaan (RKAP) 2019, sekaligus menjadi rancangan as well as a draft projection of the achievement of Company
proyeksi pencapaian kinerja Perseroan pada tahun 2019. performance in 2019. The projections for the achievement of
Proyeksi pencapaian kinerja tersebut adalah: the performance are:
Tabel Perbandingan Realisasi Laba Rugi 2019 dengan Target 2019 dan Proyeksi 2020 (dalam Miliar Rupiah)
Comparison of 2019 Profit and Loss Realization with 2019 Target and 2020 Projection (in Billions Rupiah)
Pencapaian Realisasi Pencapaian Realisasi 2019

Target Realisasi Proyeksi
dan RKAP 2019 dan Proyeksi 2020
Uraian (RKAP) 2019 2019 (RKAP) 2020
Achievement of Achievement of 2019
Description Target Realization Projections
Realization and Realization and 2020
(CWPB) 2019 2019 (CWPB) 2020
CWPB 2019 Projection
Pendapatan Usaha:
Operating Revenues:
Pendapatan Aeronautika 6.794,06 5.759,57 6.263,56 84,77% 91,95%

Aeronautical Revenue


(CWPB) 2019 2019 (CWPB) 2020
Pendapatan Non-Aeronautika 4.629,05 5.324,66 6.537,32 115,03% 81,45%

Non-Aeronautical Revenue
Jumlah Pendapatan Usaha 11.423,12 11.084,23 12.800,89 97,03% 86,59%

Total Operating
Beban Usaha 7.983,61 8.747,21 9.715,71 109,56% 90,03%

Operating Expenses
Laba Usaha 3.310,03 2.442,76 3.085,17 73,80% 79,18%

Operating Profit
Laba Sebelum Pajak Penghasilan Badan 2.227,36 1.572,53 2.060,88 70,60% 76,30%
Profit Before Corporate Income Tax
Laba Tahun Berjalan 1.630,43 1.007,26 1.370,79 61,78% 73,48%

Corporate Income Tax
Dari kinerja posisi keuangan, Angkasa Pura II mencatatkan From the performance of financial position, Angkasa Pura II
realisasi aset sebesar 83,14% terhadap RKAP aset 2019, recorded asset realization of 83.14% against 2019 asset CWPB,
realisasi liabilitas mencapai 72,98% terhadap RKAP liabilitas realization of liabilities reached 72.98% against 2019 liability
2019 dan realisasi ekuitas mencapai 93,56% terhadap RKAP CWPB and equity realization reached 93.56% against 2019
liabilitas 2019. Perbandingan realisasi posisi keuangan liability CWPB. Comparison of financial position realization
terhadap RKAP Tahun 2019 dapat dilihat pada tabel berikut: towards the 2019 CWPB can be seen in the following table:
Perbandingan Realisasi Posisi Keuangan 2019 dengan Target 2019 dan Proyeksi 2019 (dalam Miliar Rupiah)
Comparison of Realization of 2019 Financial Position with 2019 Target and 2019 Projection (in Billions Rupiah)

(CWPB) 2019 2019 (CWPB) 2020
Aset 52.920,43 43.998,03 46.000,49 83,14% 95,65%

Asset
Liabilitas 26.795,78 19.555,22 20.054,84 72,98% 97,51%

Liability
Ekuitas 26.124,65 24.442,81 25.945,65 93,56% 94,21%

Equity
Liabilitas & Ekuitas 52.920,43 43.998,03 46.000,49 83,14% 95,65%

Liability & Equity

Informasi dan Fakta Material yang Terjadi Setelah Material Facts and Information Subsequent to
Tanggal Laporan Akuntan Reporting Date
Pada tahun 2019, terdapat peristiwa/kejadian penting In 2019, there were important events/events subsequent to
setelah tanggal laporan akuntan antara lain: reporting date, including:
1. Setelah tanggal pelaporan, terdapat ketidakpastian 1. Subsequent to reporting date, there is uncertainty
terhadap kondisi makro ekonomi baik di Indonesia about macroeconomic conditions both in Indonesia and
maupun global yang terutama disebabkan oleh virus globally which is mainly caused by the Covid-19 virus.
Covid-19. Operasi Kelompok Usaha telah dan mungkin Business Group operations have been and may continue
terus dipengaruhi oleh penyebaran virus Covid-19 yang to be affected by the spread of the Covid-19 virus which
dimulai di Cina dan kemudian menyebar ke negara- began in China and then spread to other countries
negara lain termasuk Indonesia. Kondisi ini berdampak including Indonesia. This condition has significantly
pada menurunnya secara signifikan operasi dan kondisi impacted the Group’s operations and financial condition.
keuangan Kelompok Usaha. Efek masa depan dari The future effects of the spread of the Covid-19 virus
merebaknya virus Covid-19 terhadap Indonesia dan on Indonesia and the Business Group still cannot be
Kelompok Usaha masih belum dapat ditentukan saat ini. determined at this time. A significant increase in the
Peningkatan jumlah infeksi Covid-19 yang signifikan atau number of Covid-19 infections or prolonged spread can
penyebaran yang berkepanjangan dapat mempengaruhi affect Indonesia and the Business Group.
Indonesia dan Kelompok Usaha.
2. Pada tanggal 2 Maret 2020, Perseroan menerima Salinan 2. On March 2, 2020, the Company received a copy of the
Keputusan Menteri Badan Usaha Milik Negara Selaku Decree of the Minister of State-Owned Enterprises as the
Rapat Umum Pemegang Saham Perusahaan (Persero) Corporate General Meeting (Persero) of PT Angkasa Pura
PT Angkasa Pura II No. SK-67/MBU/03/2020 yang II No. SK-67/MBU/03/2020 which decides:
memutuskan:
a. Memberhentikan dengan hormat Daan Achmad, a. Respectfully dismiss Daan Achmad, Djoko
Djoko Murjatmodjo, Ituk Herarindri dan Bayu Murjatmodjo, Ituk Herarindri and Bayu
Rafisukmawan sebagai Direktur Perseroan. Rafisukmawan as Director of the Company.
b. Mengangkat Ghamal Peris Aulia, Agus Wialdi, b. Appointed Ghamal Peris Aulia, Agus Wialdi,
Muhamad Wasid dan Wiweko Probojakti sebagai Muhamad Wasid and Wiweko Probojakti as Director
Direktur Perseroan. of the Company.
3. Pada tanggal 31 Maret 2020, Pemerintah menerbitkan 3. On March 31, 2020, the Government issued a Government
Peraturan Pemerintah Pengganti Undang-Undang Regulation in lieu of the Republic of Indonesia Law No.
Republik Indonesia Nomor 1 Tahun 2020 yang 1 Year 2020 which stipulates, among other things, a
menetapkan, antara lain, penurunan tarif pajak reduction in the tax rate of domestic corporate taxpayers
penghasilan wajib pajak badan dalam negeri dan bentuk and permanent establishment from 25% to 22% for the
usaha tetap dari semula 25% menjadi 22% untuk tahun 2020 tax year and 2021 and 20% from the tax year 2022
pajak 2020 dan 2021 dan 20% mulai tahun pajak 2022 onwards, and a further reduction of the tax rate of 3%
dan seterusnya, serta pengurangan lebih lanjut tarif for domestic taxpayers who meet certain requirements.
pajak sebesar 3% untuk wajib pajak dalam negeri yang
memenuhi persyaratan tertentu.
Tarif pajak yang baru tersebut akan digunakan sebagai The new tax rate will be used as a reference for measuring
acuan untuk pengukuran aset dan liabilitas pajak kini current and deferred tax assets and liabilities starting
dan tangguhan mulai sejak tanggal berlakunya peraturan from the date of enactment of the regulation, which is
tersebut yaitu 31 Maret 2020. March 31, 2020.

Prospek Usaha Business Outlook

Secara umum, salah satu target RPJP Nasional 2005 - 2025 In general, one of the targets of the National RPJP 2005 -
untuk mewujudkan pemerataan pertumbuhan ekonomi di 2025 to realize equitable economic growth in all regions is
seluruh wilayah adalah dengan pembangunan infrastruktur. through infrastructure development. The role of the airport
Peran bandara udara sebagai pendukung mobilisasi as a supporter of the mobilization of airplane, passenger and
angkutan pesawat udara, penumpang, dan kargo pun cargo transportation is also increasingly significant along
semakin signifikan seiring dengan target peningkatan sarana with the target of increasing regional economic facilities
dan prasarana ekonomi regional yang dilakukan melalui and infrastructure carried out through the development of
pengembangan sistem jaringan transportasi (darat, laut, transportation network systems (land, sea and air).
dan udara).
Sejalan dengan upaya Direktorat Perhubungan Udara untuk In line with the Directorate of Civil Aviation efforts to increase
meningkatkan pertumbuhan penumpang pesawat di tahun aircraft passenger growth in 2020, it is predicted that travel
2020, diprediksi bahwa pengalaman perjalanan (travel experience is still the main theme of travelers to continue
experience) masih menjadi tema utama dari para pelancong exploring new places, utilizing technological advances
(traveler) untuk terus bereksplorasi ke tempat-tempat baru, and connectivity. These two things make the air transport
dengan memanfaatkan kemajuan teknologi dan konektivitas. business has a big financial opportunity, and are proven
Dua hal tersebut membuat bisnis angkutan udara berpeluang to always provide the highest total shareholder return
besar secara finansial, serta terbukti selalu memberikan total compared to other transportation sectors. The high value
shareholder return tertinggi dibanding sektor transportasi of opportunities in the airport business is driven by annual
lainnya. Tingginya nilai peluang dalam bisnis bandara growth in business.
didorong oleh pertumbuhan tahunan dalam bisnis.
Januari 2005 - Desember 2014 TSR Tahunan (%) | January 2005 - December 2014 Annual TSR (%)
Secara keseluruhan, Bandara Overall, airports account

15 menyumbang TSR tertinggi for the highest TSR in the
di sektor Transportasi dan transportation sector and take
mengambil manfaat dari kondisi advantage of very favorable
12
bisnis yang sangat mendukung. business conditions.
0
Bandara Jalan Raya Oper. Rel Pelabuhan Laut Truk Pengiriman Maskapai Pengiriman
Airport & Rel Operational Sea Port Truck Udara Penerbangan Laut
Road & Rail Rail Airfreight Airlines Ocean Shipping
Sebagian besar pelanggan captive Most of the customers are captive

Hampir monopoli, dengan substitute terbatas: Almost a monopoly, with limited substitution:
1. Efek substitusi terbatas oleh bandara lain 1. Substitution effects are limited by other airports
2. Substitusi terbatas bagi perjalanan udara 2. Substitution is limited to air travel
Hambatan masuk tinggi High entry barriers

1. Sektor yang sangat diatur 1. Highly regulated sector
2. Lead time panjang dan biaya tinggi 2. Long lead times and high costs
Kesempatan pertumbuhan tinggi High growth opportunities

1. Pertumbuhan lalu lintas didorong oleh faktor eksternal 1. Traffic growth is driven by external factors
2. Sebagai tambahan, bandara dapat meningkatkan laba dengan 2. In addition, airports can increase profits by developing non-aero
mengembangkan bisnis non-aeronautika businesses

Untuk menjawab tantangan yang sekaligus merupakan In responding to the challenges as well as the potential for
potensi pertumbuhan bisnis tersebut, sesuai dengan business growth, in accordance with the corporate roadmap
corporate roadmap tahun 2019, PT Angkasa Pura II (Persero) of 2019, PT Angkasa Pura II (Persero) will conduct business
akan melakukan pengembangan bisnis untuk meningkatkan development to increase the percentage of non-aeronautical
persentase pendapatan non-aeronautika dan kargo, melalui and cargo revenues, through accelerated adjacent business
akselerasi adjacent business dengan optimalisasi airport with optimization airport digital business through its own
digital business melalui platform digital yang dimiliki, guna digital platform, to create a travel experience through the
menciptakan pengalaman perjalanan melalui digital airport digital airport for airport management.
untuk pengelolaan bandara.
Dalam optimalisasi platform digital, Airport Digital Project In optimizing digital platforms, the Airport Digital Project
Business PT Angkasa Pura II (Persero) telah meluncurkan Business of PT Angkasa Pura II (Persero) has launched ten
sepuluh produk digital di tahun 2019. Kemampuan Perseroan digital products in 2019. The company’s ability to adjust
melakukan penyesuaian pelayanan terhadap kebutuhan services to the needs of travelers is driving products such as
para pelancong mendorong produk seperti wifi portable, portable wifi, power bank rental points, e-wallets, baggage
power bank rental point, e-wallet, baggage sharing service dan sharing service and others are available at the airport. This
lainnya sudah tersedia di bandara. Hal ini mengindikasikan indicates that airport business activities are dynamic and are
kegiatan bisnis bandara yang dinamis serta tidak terbatas not limited to the aeronautics business, but also have great
pada bisnis aeronautika, namun juga berpeluang besar untuk opportunities to develop digital technology-based businesses.
mengembangkan bisnis berbasis teknologi digital.
Atas upaya-upaya tersebut, Bandara Internasional Soekarno- For these efforts, Soekarno-Hatta International Airport,
Hatta, Tangerang pun menduduki posisi ke-10 sebagai Tangerang also occupied the 10th position as an airport
bandara dengan koneksi rasio penerbangan terjadwal with the most or the most connected ratio of scheduled
paling banyak atau paling terkoneksi di dunia. Adapun di flights in the world. As for the Asia Pacific region, Soekarno-
kawasan Asia Pasifik, Bandara Internasional Soekarno-Hatta Hatta International Airport is ranked second or under Changi
menduduki peringkat kedua atau berada di bawah Bandara International Airport in Singapore (Megahubs International
Internasional Changi di Singapura (Megahubs International Index 2018).
Index 2018).
Menilik lebih jauh perjalanan Perseroan di tahun 2019, Looking further at the company’s journey in 2019, there are
terdapat 5 bandara di Indonesia yang masuk dalam peringkat 5 airports in Indonesia that are ranked by Skytrax, of which 4
dari Skytrax, dimana 4 diantaranya dikelola oleh Angkasa are managed by AP2, namely:
Pura II yaitu:
1. Bandara Internasional Kualanamu, Medan, Bintang 4 1. Kualanamu International Airport, Medan, 4 stars
2. Bandara Internasional Sultan Mahmud Badaruddin II, 2. Sultan Mahmud Badaruddin II International Airport,
Palembang, Bintang 4 Palembang, 4 stars
3. Bandara Internasional Sultan Syarif Kasim II, 3. Sultan Syarif Kasim II International Airport, Pekanbaru,
Pekanbaru, Bintang 4 4 stars
4. Bandara Internasional Soekarno-Hatta, Bintang 3 4. Soekarno-Hatta International Airport, 3 Stars
Kedepannya, selain upaya internal untuk terus beradaptasi In the future, in addition to internal efforts to continue
dengan perkembangan industri kebandarudaraan, potensi to adapt to the development of the airport industry, the
keuntungan dari kegiatan bisnis bandar udara masih potential profits from airport business activities are still
diproyeksikan sangat besar, hal ini disebabkan oleh: Pertama, projected to be very large, this is due to: Firstly, the dynamic
mobilitas pengguna jasa pesawat udara yang masih dinamis mobility of aircraft service users is due to Indonesia’s
dikarenakan faktor geografis Indonesia sebagai negara geographical factors as an island nation. Second, strict airport
kepulauan. Kedua, regulasi kebandarudaraan yang ketat regulation and requires a gradual trial of those who wish to

dan membutuhkan uji coba yang bertahap terhadap pihak enter this business. Third, the emergence of new tourist travel
yang berkeinginan masuk ke bisnis ini. Ketiga, munculnya destinations, both domestic and foreign, which is a stimulant
destinasi-destinasi perjalanan wisata baru, baik domestik for the growth of air transport passengers.
maupun mancanegara yang menjadi stimulan pertumbuhan
penumpang angkutan udara.
Keuntungan yang dimiliki bisnis bandara yaitu: Pertama, The advantages of the airport business are: First, having a
memiliki pelanggan tetap dalam jumlah yang besar. Kedua, large number of regular customers. Second, approaching
mendekati monopoli, dengan efek substitusi terbatas. Ketiga, monopoly, with limited substitution effects. Third, high
kesulitan yang tinggi untuk masuk ke bisnis ini, karena bisnis difficulty in entering this business, because the airport
bandara adalah bisnis dengan peraturan yang sangat ketat, business is a business with very strict regulations, takes a
memakan waktu lama dan biaya yang tinggi. Keempat, long time and costs a lot. Fourth, the opportunity for growth is
peluang pertumbuhan dipengaruhi oleh pertumbuhan influenced by growth in movements driven by external factors.
pergerakan yang didorong oleh faktor eksternal.
Meskipun bisnis bandar udara memiliki TSR yang tinggi, Although airport businesses have a high TSR, there are high
namun terdapat kesenjangan yang tinggi dalam kinerja gaps in performance between airports around the world (up
antar bandara diseluruh dunia (hingga 10x). Berdasarkan to 10x). Based on 2014 data for airports with more than 50
data tahun 2014 untuk bandara dengan jumlah penumpang million passengers seen from the profitability rating (EBITDA
lebih dari 50 juta dilihat dari peringkat profitabilitas (EBITDA per Passenger), indicating position airports in Indonesia are
per Passenger), menunjukkan posisi bandara di Indonesia ranked third lowest after Kuala Lumpur and Mumbai with
berada di urutan ke tiga terbawah setelah Kuala Lumpur EBITDA value of USD 3 or equivalent to Rp35,000 (exchange
dan Mumbai dengan nilai EBITDA sebesar USD 3 atau setara rate: 12,500)
Rp35.000 (kurs : 12.500)
Pada sisi yang lain, perkembangan industri pariwisata On the other hand, the development of domestic tourism
dalam negeri juga memberikan peluang peningkatan industry also provides an opportunity to increase the number
jumlah wisatawan yang menggunakan jasa penerbangan. of tourists using flight services. Furthermore, foreign airlines
Lebih lanjut, maskapai penerbangan asing masuk ke enter the country, adding to the height of the Indonesian
dalam negeri, menambah ramainya pasar penerbangan aviation market. Competition for airlines, both foreign
Indonesia. Persaingan maskapai penerbangan baik maskapai and domestic airlines, creates price competition which
penerbangan asing maupun domestik menciptakan encourages the implementation of the Low Cost Carrier
persaingan harga yang mendorong pemberlakuan konsep (LCC) concept. The implementation of the concept will further
Low Cost Carrier (LCC). Pemberlakuan konsep tersebut encourage the growth of passengers and airlines which later
akan semakin mendorong pertumbuhan penumpang dan made the air aviation industry the preferred choice of means
maskapai penerbangan yang kemudian menjadikan industri of transportation between regions.
penerbangan udara sebagai pilihan sarana transportasi antar
wilayah yang lebih diminati.
Perkembangan industri penerbangan Indonesia juga akan The development of the Indonesian aviation industry will
semakin cerah dengan ikut sertanya Indonesia dalam World also be brighter by the participation of Indonesia in World
Route Airlines. Acara pertemuan global bagi pihak-pihak yang Route Airlines. The global meeting for parties involved in
berkecimpung dalam industri penerbangan yang diadakan the aviation industry which was held several years ago was
beberapa tahun sekali ini diikuti oleh lebih dari 110 negara. attended by more than 110 countries. With the participation
Dengan ikut sertanya Indonesia dalam acara tersebut, of Indonesia at the event, it is expected that more foreign
diharapkan lebih banyak maskapai penerbangan asing yang airlines will cooperate and open flight routes to and from
bekerjasama dan membuka rute penerbangan dari dan ke Indonesia.
Indonesia.

Beberapa peluang yang menciptakan prospek usaha yang Several opportunities created a brilliant business prospect
cemerlang bagi Angkasa Pura II sebagai berikut: for Angkasa Pura II as follows:
1. Besarnya potensi pariwisata yang masih dapat 1. The amount of tourism potential that can still be
dikembangkan di Indonesia developed in Indonesia
Kedepannya dapat berkembang penuh seperti halnya di In the future, it can grow fully as in Thailand. Tourism
Thailand. Upaya pemasaran pariwisata dapat dilakukan marketing efforts can be carried out in the West Indonesia
di wilayah Indonesia Barat yang menyasar warga region targeting middle-class Southeast Asian foreigners
mancanegara Asia Tenggara kelas menengah-atas yang on weekend holiday in Indonesia.
berlibur akhir pekan di Indonesia.
2. Peningkatan traffic penerbangan dan penumpang 2. Increased flight and passenger traffic sourced from:
yang bersumber dari:
a. Pembukaan rute domestik baru, diantaranya: a. Opening of new domestic routes, including:
KNO-Denpasar, KNO-Balikpapan, KNO-Pontianak, Kualanamu-Denpasar, Kualanamu-Balikpapan,
PDG-Surabaya, Pontianak ke Medan, Bengkulu, Kualanamu-Pontianak, Padang-Surabaya,
Jambi, Pekanbaru. Pontianak to Medan, Bengkulu, Jambi, Pekanbaru.
b. Mendorong penerbangan rute internasional dari b. Encourage international flights from Australia/New
Australia/NZ menuju Asia/Eropa untuk transit di Zealand to Asia/Europe to transit at Soekarno-Hatta
bandara CGK. Saat ini mayoritas penerbangan International Airports (CGK). At present the majority
transit melalui bandara SIN (Changi). of flights are transiting through Changi Airport (SIN).
c. Pemberlakuan MEA dan Open Sky Policy, dan c. The enactment of the MEA and Open Sky Policy, and
penyelenggaraan event internasional seperti ASIAN the holding of international events such as ASIAN
games di Indonesia. games in Indonesia.
d. Perseroan mengelola bandara-bandara yang berada d. The company manages airports in the western part
di wilayah Indonesia Barat, dimana perkembangan of Indonesia, where economic development in this
ekonomi pada wilayah ini cukup pesat, sehingga region is quite rapid, so that it will naturally have an
secara natural akan berimbas pada peningkatan impact on the increasing number of passengers.
jumlah penumpang.
3. Pengelolaan Bandara Kualanamu (KNO) 3. Management of Kualanamu International Airport (KNO)

Angkasa Pura II mengelola bandara KNO yang merupakan Angkasa Pura II manages the KNO airport which is the
satu-satunya bandara Indonesia bintang 3 SKYTRAX only 3-star SKYTRAX Indonesian airport and has a large
dan memiliki kawasan lahan yang cukup luas, sehingga area of land, so that it can be further developed (e.g.
potensial dikembangkan lebih lanjut (misal hotel, hotels, business districts).
kawasan bisnis).
4. Akusisi Bandara Baru 4. Acquisition of New Airports

Sejalan dengan kompetensi inti, Perseroan dapat In line with core competencies, companies can add
menambah portfolio bandara yang dikelola dengan to the airport portfolio managed by acquiring new
mengakuisisi bandara baru, contoh: Banyuwangi. Akusisi airports, for example: Banyuwangi. This acquisition
ini bertujuan untuk memperbesar korporasi melalui aims to enlarge the corporation through a 3GB strategy
strategi 3GB yaitu getting bigger. which is getting bigger.
5. Potensi pengembangan bisnis kargo CGK 5. Potential development of the CGK cargo business
Menjalin kerjasama pengelolaan kargo CGK melalui Collaborating on CGK cargo management through
strategic partnership dengan mitra global yang telah strategic partnership with global partners who already
memiliki nama besar. have big names.

6. Teknologi untuk mendukung operasional bandara 6. Technology to support airport operations

Teknologi pelayanan kebandar udaraan saat ini telah Current airport service technology has developed a lot,
banyak berkembang, seperti: self check-in kiosk, instant such as: self check-in kiosk, instant feedback system,
feedback system, realtime update on waiting time, indoor realtime update on waiting time, indoor wayfinding,
wayfinding, big data. Berbagai teknologi ini dapat/ big data. These various technologies can/have been
telah diadopsi Perseroan sehingga dapat meningkatkan adopted by the company so that it can increase customer
kepuasan pelanggan, menunjang peningkatan satisfaction, support increased revenues sourced from
pendapatan yang bersumber dari bisnis non-aeronautika. non-aeronautical businesses.
Strategi dan Pengembangan Usaha Strategy and Business Development

1. Tren Pengembangan Industri Bandar Udara 1. Airport Industry Development Trend
Dalam pengembangan industri Bandar udara setidaknya In the development of the airport industry there are at
ada lima faktor yang perlu diperhatikan agar arah least five factors that need to be considered so that the
pengembangan sesuai dengan tren pengembangan direction in accordance with the development trend of
bandara-bandara lain di dunia. Kelima faktor tersebut, the development of other airports in the world. These
yaitu: five factors, namely:
a. Airport Positioning atau kejelasan posisi bandara a. Airport Positioning or clarity of the position of
an airport
Kedepannya masing- masing bandara harus memiliki In the future, each airport must have a good
pembeda baik dengan sesama bandara di Angkasa differentiation with fellow airports in Angkasa Pura
Pura II ataupun bandara-bandara lain di dunia. Faktor II or other airports in the world. The distinguishing

pembeda suatu bandara dapat dikaji dari: posisi factors of an airport can be assessed from: strategic
strategis dalam konteks geografi, keunikan pelayanan position in the context of geography, the uniqueness
maupun kekuatan lingkungan atau daerah yang dapat of the service and the strength of the environment or
memberikan nilai jual bagi bandara tersebut. region that can provide a selling point for the airport.
b. Retail b. Retail
Tren menunjukkan bahwa keberadaan area The trend shows that the existence of shopping areas
perbelanjaan di bandara semakin penting. Hal ini at airports is increasingly important. This is driven by
didorong oleh tiga faktor, yaitu: three factors, namely:
• Bertambahnya dwell time • Increased dwell time.
Meningkatnya waktu tunggu dapat dimanfaatkan Increasing waiting time can be used by airports
oleh bandara untuk menyediakan hal-hal yang to provide the things needed and desired
dibutuhkan dan diinginkan penumpang, yang by passengers, which can be a diversion of
dapat menjadi pengalihan perhatian penumpang passengers’ attention in facing the dwell time at
dalam menghadapi dwell time di bandara yang the airport which is getting longer.
semakin lama.
• Low Cost Carrier (LCC) • Low Cost Carrier (LCC)
Adanya peningkatan maskapai penerbangan An increase in low-cost airlines (Low Cost Carriers)
berbiaya rendah (Low Cost Carriers) di Eropa in Europe and the United States, where the
dan Amerika Serikat, dimana dalam maskapai low-cost airlines are not provided free in-flight
berbiaya rendah tidak disediakan makanan meals. This condition can lead to increased
gratis dalam penerbangan. Kondisi ini dapat purchases of food and beverages at the airport.
menyebabkan meningkatnya pembelian
makanan dan minuman di bandara.
• Komposisi pelanggan • Customer position
Tarif penerbangan yang semakin terjangkau Increasingly affordable flight fares have an impact
berdampak pada komposisi pelanggan yang on customer composition which is increasingly
semakin bervariasi. varied.

c. Logistik c. Logistic
Strategi pengembangan logistik dapat dilakukan The logistics development strategy can be done by:
dengan cara :
• Investasi infrastruktur (membangun jalur • Infrastructure investment (building
transportasi, rel, jalan raya, pelabuhan, dsb) dan transportation lines: rails, highways, ports etc.)
terus melakukan pembaharuan infrastruktur. and continuing to renew infrastructure.
• Memastikan kapasitas memadai, terutama • Ensure adequate capacity, especially cargo booth
kapasitas stan kargo. capacity.
• Melakukan proyeksi kargo yang akurat sebagai • Conduct an accurate projection of the cargo as
dasar pelaksanaan investasi. the basis for the implementation of investment.
• Membangun potensi pertumbuhan kargo • Establish an international cargo growth potential
internasional di Indonesia. in Indonesia.
d. Airport City d. Airport City

Airport City adalah sebuah visi untuk bandara di Airport City is a vision for the airport in the future.
masa depan. Diameter sebuah airport city dapat The diameter of an airport city can stretch up to 30
membentang hingga 30 kilometer. Pusat kota terdiri kilometers. The city center consists of businesses
dari bisnis-bisnis yang berhubungan dengan industri related to the aviation industry. Also followed by the

penerbangan. Diikuti juga oleh pembangunan construction of multipurpose areas related to the
area serbaguna yang berkaitan dengan bandara. airport. Modern infrastructure is the backbone of an
Infrastruktur modern menjadi tulang punggung airport city. This infrastructure consists of railroad
sebuah airport city. Infrastruktur ini terdiri dari jalur rel lines and airport fast trains using a highspeed railroad
dan kereta cepat bandarayang menggunakan jaringan network.
rel kereta berkecepatan tinggi.
e. Connected Airports e. Connected Airports

Connected airports adalah konsep bandara yang Connected airports are the concept of a connected
terhubung di masa depan.Pada tahun 2020 hingga airport in the future. In 2020 and beyond, the Internet
seterusnya, era Internet of Things akan memungkinkan of Things era will enable stakeholders to connect with
para pemangku kepentingan untuk saling terhubung. each other. Things that can drive the era of the internet
Hal-hal yang dapat mendorong era internet of things of things or the digitalization era are digital offerings
atau era digitalisasi yaitu penawaran digital & model & business models, digital capabilities, and digital
bisnis, kapabilitas digital, dan infrastruktur digital. infrastructure.
A Bandara Terdiferensiasi
Positioning Strategis yang lebih Positioning strategis setiap bandara jelas.
jelas, dihubungkan dengan Differentiated Airport
konteks bandara The strategic positioning of each airport is clear
Clearer strategic positioning, connected
to the airport context.
B
Pertumbuhan agresif
melebihi bisnis inti aero
Kota Bandara
Aggressive growth exceeds the
Pengembangan land side
aero’s core business
yang terintegrasi
Airport City
Integrated land side
development
B
Logistik & E-commerce

Logistics & E-commerce
C Bandara Terhubung
C
Retail 2.0 Transformasi digital untuk efisiensi
Teknologi dan tinggi & customer experience
Bandara sebagai tujuan belanja
Kemampuan Baru Connected Airport
Retail 2.0
Technology and New Capabilities Digital transformation for high
Airport as a shopping destination
efficiency and customer experience

2. Strategi Perseroan 2. Corporate Strategy

Strategi Perseroan terbagi atas 3 (tiga) level The Company’s strategy is divided into 3 (three) levels as
sebagaimana piramida di bawah ini: the pyramid below:
Strategi Korporasi
Corporate Level Strategy
Strategi Bisnis
Business Level Strategy
Strategi Fungsional
Functional Level Strategy
a. Strategi Korporasi (Corporate Level Strategy) a. Corporate Level Strategy

Strategi Perseroan 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
terdapat tiga strategi yang diterapkan, yaitu strategi applied, namely business growth strategy, portfolio
pertumbuhan usaha, strategi portofolio dan strategi strategy and parenting strategy.
parenting.
• Strategi pertumbuhan • Growth strategy
Strategi pertumbuhan usaha Perseroan meliputi The company’s growth strategy includes organic
strategi organik dan non organik. Strategi organik and non-organic strategies. Organic strategy
dilakukan dengan memaksimalkan bisnis yang is done by maximizing existing business (core
sudah ada saat ini (bisnis inti dan bisnis terkait). business and related business). Non-organic
Strategi non organik dilakukan melalui langkah strategy is done through merger, acquisition or
merger, akusisi atau partnership. partnership.
• Strategi Portofolio • 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 Perseroan. 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-aeronautika. Airport here includes the infrastructure and all
Airport disini termasuk infrastruktur dan the supporting facilities so that every inch of the
seluruh fasilitas pendukungnya sehingga airport should make money for the Company.
setiap jengkal yang ada di airport seharusnya
menghasilkan uang bagi Perseroan.
-- Airlines -- Airlines
Memegang posisi yang sangat penting karena Holding a very important position because the
keberlangsungan bisnis kita sangat tergantung continuity of our business is very dependent on
pada airlines. Airlines merupakan customer the airlines. Airlines is a major customer so it is
utama sehingga perlu untuk memahami necessary to understand the portfolio of airlines
portfolio business airlines untuk melakukan business to be able to synergize in an effort to
sinergi dalam upaya untuk memberikan provide more benefits for the Company.
manfaat lebih banyak bagi Perseroan.
-- Arena -- Arena
Adalah gelanggang tempat kita berperang, It is the arena where we fight, where we seek
dimana disitulah kita mencari peluang-peluang new business opportunities in relation to our
bisnis baru dalam kaitannya dengan strategi growth strategy. It is important to know which
pertumbuhan yang akan kita lakukan. Penting business portfolio is in the arena to capture new
untuk mengetahui portfolio business yang ada business opportunities.
dalam arena untuk bisa menangkap peluang
bisnis baru.
• Strategi Parenting • Parenting Strategy

Strategi parenting adalah strategi yang Parenting strategy is a strategy applied by
diterapkan induk kepada anak perusahaan. the parent to a subsidiary. Where the parent
Dimana induk melakukan pengontrolan kepada controls subsidiaries which includes three
anak perusahaan yang meliputi tiga hal yaitu things: controlling the planning undertaken by
pengontrolan terhadap perencanaan yang a subsidiary, controlling the subsidiary’s budget
dilakukan oleh anak perusahaan, pengontrolan and controlling the strategies to be undertaken by
terhadap anggaran anak perusahaan dan the subsidiary.
pengontrolan terhadap strategi-strategi yang
akan dilakukan oleh anak perusahaan.
Strategi parenting induk terhadap anak Parenting strategy for subsidiaries is done
perusahaan adalah dilakukan melalui 3 hal yaitu: through 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 perusahaan -- Map the core competencies of subsidiaries
Perusahaan memetakan kompetensi inti The company maps the core competencies of
anak perusahaan berdasarkan bisnis intinya. its subsidiaries based on its core business. If the
Apabila anak perusahaan akan melakukan subsidiary will develop its business portfolio, it

pengembangan portfolio bisnisnya harus must be with the parent agreement, by ensuring
dengan persetujuan induk, dengan memastikan the subsidiary has qualified and competent
anak perusahaan memiliki SDM yang human resources in its field.
berkualitas dan berkompeten di bidangnya.
-- Menghitung kapasitas anak perusahaan -- Calculate the capacity of subsidiaries
Perseroan menghitung kapasitas anak The Company calculates the capacity of
perusahaan dengan cara memastikan anak subsidiaries by ensuring that subsidiaries
perusahaan memiliki kapasitas yang memadai have sufficient capacity to provide services
untuk memberikan pelayanan dan memastikan and ensure that subsidiaries have production
bahwa anak perusahaan memiliki alat equipment and supporting resources
produksi dan sumber daya pendukung yang developed as the business grows and the
dikembangkan sesuai perkembangan bisnis number of customers it handles.
dan jumlah pelanggan yang ditanganinya.
b. Strategi Bisnis (Business Level Strategy) b. Business Level Strategy

Strategi bisnis yang telah ditetapkan Perseroan The company’s business strategy consists of
terdiri dari empat strategi utama, yaitu pertama, four main strategies, namely first, the growth
percepatan pertumbuhan pergerakan di semua acceleration of movement in all airports, with
bandara, dengan strategi posisi bandara yang tepat the right airport positioning strategy that is aero
yaitu akselerasi bisnis aero dengan berfokus pada business acceleration by focusing on Soekarno
Bandara Soekarno-Hatta dan Kualanamu. Kedua, Hatta Airport and Kualanamu. Second, business
transformasi bisnis melalui kemitraan dengan transformation through partnerships with
pelaku bisnis kelas dunia berfokus pada bisnis worldclass businesses focuses on cargo business
kargo dan kerjasama operasional bandara. Ketiga, and airport operational cooperation. Third, develop
mengembangkan bisnis di sekitar bandara untuk business around the airport to increase the value of
meningkatkan nilai kemanfaatan lahan dan terakhir, land use and last, optimize the customer experience
optimasi pengalaman pelanggan dan menstimulasi and stimulate passenger spending at the airport.
pembelanjaan penumpang di bandara.
• Percepatan pertumbuhan pergerakan di semua • Acceleration of growth of movement in all
bandara, dengan strategi posisi bandara yang airports, with the right airport positioning
tepat dilakukan dengan langkah sebagai berikut: strategy can be done with the following steps:
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
• Transformasi bisnis Perseroan dilakukan • 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
global diharapkan dapat memberikan nilai partners is expected to provide added value
tambah kepada Angkasa Pura II pada umumnya to Angkasa Pura II in general and airports in
dan bandara-bandara pada khususnya. Strategi particular. Partnership strategy is done with
kemitraan dilakukan dengan fokus pada: focus on:
-- Kemitraan strategis pengoperasian Bandar -- Strategic partnership of airport operation:
Udara: Kemitraan strategis pengelolaan Bandar Strategic partnership of Kualanamu Airport
Udara Kualanamu. management.
-- Kemitraan pada bisnis kargo: kemitraan dengan -- Partnership on cargo business: partnership with
pelaku kargo global untuk meningkatkan global cargo players to increase market share
pangsa pasar dan pendapatan kargo and corporate cargo revenue through cargo
perusahaan melalui pembangunan cargo village development.
village.
• Pengembangan properti di wilayah bandara dan • The development of property in the airport
sekitarnya bertujuan untuk meningkatkan nilai and surrounding areas aims to increase the
kemanfaatan lahan. Ada 3 tahap pengembangan value of land use. There are 3 stages of airport
bandara: development:
-- Melengkapi fungsi-fungsi utama bandara untuk -- Complete the main functions of airports for
penerbangan dan sirkulasi penumpang. aviation and passenger circulation.
-- Pengembangan fasilitas pendukung di area -- Development of supporting facilities in
milik bandara seperti hotel, perkantoran, dsb. airportowned areas such as hotels, offices, etc.
-- 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.
• Optimalisasi pengalaman pelanggan dilakukan • Optimizing the customer experience is done with
dengan penggunaan teknologi terkini yang the use of the latest technology that is integrated
terintegrasi satu sama lainnya sehingga tercipta with each other to create certainty oftime and
kepastian waktu dan proses bagi pelanggan, process for the customer, with certainty of
dengan kepastian waktu dan proses di bandar time and process at the airport can stimulate
udara dapat menstimulasi pembelanjaan passenger spending in airports. Increased
penumpang dibandara. Peningkatan passenger spending should be supported
pembelanjaan penumpang harus ditunjang appropriate retail strategies.
dengan strategi retail yang tepat.
c. Strategi Fungsional (Functional Level Strategy) c. Functional Level Strategy

• Teknologi dan operasional • 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 smart airport is the use of the latest technology
baik untuk operasional bandara maupun untuk both for airport operations and to improve the
meningkatkan pengalaman penumpang. Konsep passenger experience. Smart airport concept
smart airport akan mengefisienkan operasional di will streamline airport operations and passenger
bandara dan pelayanan penumpang. Teknologi services. The latest technology is used to
terkini dipergunakan untuk mengefisienkan streamline the passenger process to improve
proses penumpang sehingga dapat passenger comfort.
meningkatkan kenyamanan penumpang.
• Organisasi yang Agile dan Ramping • Agile and Lean Organization
Guna mencapai tujuan baru organisasi, In order to achieve the organization’s new
dibutuhkan sebuah struktur organisasi goals, it takes an organizational structure that

yang mampu mengakomodasi terciptanya can 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.
• Sumber daya manusia • 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.
• Corporate Finance & In Organic growth • 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
terlaksananya seluruh rencana investasi dalam plans in the Company’s longterm plan. The
rencana jangka panjang Perseroan. Paradigma paradigm of traditional funding sources needs
sumber pendanaan tradisional perlu diubah to be changed to be more innovative in order
menjadi lebih inovatif agar dapat membuka to open up new sources of funding. Innovative
beragam sumber pendanaan baru. Pendanaan financing needs to be done, among others
inovatif yang perlu dilakukan antara lain melalui through the issuance of bonds, the exploration
penerbitan bonds, penjajakan kerjasama baik of local and global partnership, related to
lokal (local partnership) maupun global, terkait operational cooperation and the establishment
kerjasama operasional maupun pendirian anak of subsidiaries for several investment initiatives,
perusahaan (subsidiaries) untuk beberapa the sale of non-core assets. These various funding
inisiatif investasi, penjualan aset-aset non-inti sources are expected to provide adequate funding
(non-core assets). Beragam sumber pendanaan ini access and the transfer of financial liabilities and
diharapkan dapat memberikan akses pendanaan risks to others which strategically and mutually
yang memadai dan pengalihan kewajiban beneficial.
finansial serta risiko kepada pihak lain secara
strategis dan saling menguntungkan.
• Keselamatan dan keamanan • Safety and security
Untuk mencapai visi 2020 ada beberapa langkah To achieve the 2020 vision there are several
strategis dari aspek keselamatan dan keamanan strategic steps of safety and security aspects that
yang krusial. Aspek ini tidak terkait langsung are crucial. This aspect is not directly related to
dengan pendapatan namun merupakan syarat income but is the first and main requirement of
pertama dan utama bisnis inti suatu bandara dan the core business of an airport and needs to be
perlu dikembangkan di seluruh bandara Angkasa developed at all Angkasa Pura II airports.
Pura II.
• Manajemen Perubahan • Change Management
Dengan mempertimbangkan bahwa inisiatif Considering that Angkasa Pura II’s strategic
strategis Angkasa Pura II bersifat kompleks initiatives are complex and long-term, Angkasa
dan jangka panjang, Angkasa Pura II perlu Pura II needs to prepare a Transformation
mempersiapkan sebuah Transformation Office (TO), an organ that proactively guards
Office (TO), sebuah organ yang secara proaktif the implementation of each initiative, ensures

mengawal implementasi setiap inisiatif yang that every initiative is in place to achieve the
telah dicanangkan, memastikan setiap inisiatif target. This organ reports the progress of
berjalan dalam rangka mencapai target. Organ implementation of direct initiatives to the
ini melaporkan perkembangan implementasi Board of Directors. Initiative owner remains
inisiatif langsung kepada Direksi. Initiative the responsible and executor of the initiative,
owner tetap merupakan penanggung jawab ensuring the initiative works successfully.
dan pelaksana inisiatif, memastikan inisiatif Initiative owner in collaboration with Initiative
terlaksana dengan sukses. Initiative owner Sponsor to address issues that require
bekerjasama dengan Initiative Sponsor untuk coordination of cross-sectoral settlement.
mengatasi masalah yang membutuhkan
koordinasi penyelesaian lintas sektoral.
Aspek Pemasaran Marketing Aspect

Pangsa Pasar Market Share
Secara umum, industri bandara di Indonesia masih In general, the airport industry in Indonesia still shows
menunjukkan perkembangan dan peluang bisnis yang encouraging business development and opportunities
menggembirakan dibandingkan industri lainnya, akibat compared to other industries, due to the lack of direct
tidak adanya persaingan secara langsung. Hal ini juga competition. This is also supported by increased public
didukung oleh meningkatnya kesadaran masyarakat akan awareness of the accessibility of air transport services and
kemudahaan akses layanan angkutan udara dan kebutuhan the need for efficient travel mileage with geographical
akan efisiensi waktu jarak tempuh perjalanan dengan kondisi conditions of the islands compared to travel by land or sea
geografis kepulauan berbanding perjalanan menggunakan transport. Answering these opportunities, the ability of the
angkutan darat atau laut. Menjawab peluang tersebut, Company should continuously improved in order to grow
tentu kemampuan Perseroan perlu terus ditingkatkan untuk sustainably. Based on the analysis of the Company’s position,
dapat bertumbuh berkelanjutan. Berdasarkan analisa posisi the Company is in a Grow/Invest position.
perusahaan, Perseroan berada pada posisi Grow/Invest.
Kesimpulan hasil analisa tersebut diperoleh dengan menilai The conclusion of the analysis results is obtained by assessing
daya tarik industri berdasarkan profitabilitas, pertumbuhan industry attractiveness based on profitability, business
bisnis dan tingkat kompetisi industri bandar udara growth and airport industry competition level compared to
dibandingkan dengan industri lain di Indonesia. Sementara other industries in Indonesia. While the Company’s ability is

kemampuan Perseroan dinilai berdasarkan kinerja keuangan assessed based on our financial performance and competitive
dan keunggulan kompetitif Perseroan. advantage.
Dibandingkan dengan perusahaan sejenis di dunia, PT Angkasa Compared to similar companies in the world, PT Angkasa
Pura II (Persero) memiliki kinerja keuangan yang cukup baik, Pura II (Persero) has good financial performance, with a value
dengan nilai ROI sebesar 11,50% dan ROE sebesar 6,00%. of 11.50% ROI and 6.00% ROE.
Tahun 2019 Perseroan bergerak menggunakan struktur In 2019, the Company moves to use a new organizational
organisasi baru yang menggunkan konsep Customer Centric structure that uses the Customer Centric Organization
Organization dengan pendekatan Structure Follow Strategy. concept with a Structure Follow Strategy approach. The
Organisasi Perseroan baru ini berfokus kepada pelanggan organization of the new company focuses on both internal
baik internal maupun external dengan menciptakan layanan and external customers by creating services that understand
yang memahami kebutuhan, permasalahan, dan harapan customer needs, problems, and expectations through the
pelanggan melalui penerapan teknologi digital dalam setiap application of digital technology in every performance of
kinerja Perseroan. the Company.
Dengan penerapan Customer Centric Organization yang With the implementation of a customer-focused Customer
berfokus kepada pelanggan, maka dilakukan strategi yang Centric Organization, a strategy that supports the service
mendukung fungsi pelayanan bukan hanya sesuatu yang function is not only something that complements the
melengkapi produk, tetapi merupakan salah satu kunci dari product, but is one of the keys to the success of the product.
keberhasilan produk. Keberhasilan penerapan strategi ini The success of the implementation of this strategy shows
menunjukan peningkatan pendapatan usaha sebesar 17% an increase in business revenue by 17% from 2018 with an
dari tahun 2018 dengan pencapaian 101% dari RKAP 2019. achievement of 101% of the 2019 CWBP. The marketing
Strategi pemasaran yang mendukung pencapaian kinerja di strategies that support the achievement of performance in
tahun 2019 adalah sebagai berikut: 2019 are as follows:
Strategi Kebijakan
Remarks
Strategy Policy
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 di
mengembangankan bisnis komplementer jasa kebandarudaraan. 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 tarif Kenaikan tarif dan penyesuaian aspek komersial
kepada maskapai, penyesuaian tarif PJP2U, Konter, dan Garbarata (penurunan nilai kerjasama) akan memberikan
untuk CGK, KNO, PKU, PNK, DTB, PGK, dan penyesuaian tarif Non- pengaruh yang signifikan terhadap pencapaian
Aeronautika seperti parkir kendaraan bermotor, sewa-sewa, konsesi, pendapatan Perseroan.
dan tarif non aero lainnya untuk KC CGK, KNO, PKU, HLP, PLM, PNK,
PDG, BDO, BTJ, DJB, PGK, TNJ, DTB, dan BWX.
Aeronautical tariff adjustments by providing tariff discount incentives The increase in tariffs and adjustments to commercial
to airlines, PJP2U, counter, and Garbarata tariff adjustments for CGK, aspects (decreasing value of cooperation) will
KNO, PKU, PNK, DTB, PGK, and Non-Aeronautical tariff adjustments have a significant effect on the Company’s revenue
such as motorized vehicle parking, leases, concessions, and other non achievement.
aero tariffs for KC CGK, KNO, PKU, HLP, PLM, PNK, PDG, BDO, BTJ, DJB,
PGK, TNJ, DTB, and BWX.

Strategi Kebijakan Remarks

Strategy Policy Remarks
Place Memastikan mitra usaha Perseroan ditempatkan di area yang sesuai Perubahan bentuk media dari konvensional ke digital
dengan fasilitas yang dibutuhkan dalam penataan Tenant Mixing di memberikan dampak signifikan bagi pencapaian
setiap bandara dan penetapan Advertising Media Placement Indoor pendapatan.
dan Outdoor (digital dan konvensional).
Ensure that the Company’s business partners are placed in areas Changes in media form from conventional to digital
that are in accordance with the facilities needed in the Tenant Mixing have a significant impact on revenue achievement.
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 calon usaha.
mitra potensial.
Business Partner Gathering is routinely held every year as Corporate
as a promotional container available commercial space (aero, Coffee Morning & Monthly Meetings are held regularly
non aero, cargo, adjacent) and to get feedback (complaints and at each Branch Office as a means of promotion and
suggestions) from all lines of existing business partners and get feedback from business partners.
potential partners.
Participants/ 1. Perubahan struktur unit komersial KC menjadi divisi dalam Melalui pelatihan guna meningkatkan kompetensi
People Commercial Service Division mendukung tercapainya Commercial SDM.
One Stop Service untuk dukungan dan kebutuhan mitra usaha.
2. Unit Airport Service memberikan dukungan dengan Airport Helper,
Customer Service, Call Center dengan pengetahuan komersial yang
mencukupi.
1. Changes in the structure of the commercial unit of KC to become Through training to improve HR competencies.
a division in the Commercial Service Division supporting the
achievement of Commercial One Stop Service for the support and
needs of business partners.
2. 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 dengan Melalui media social Perseroan, aplikasi Indonesia
Evidence diterbitkannya peraturan-peraturan direksi untuk mendukung Airport, Aplikasi Smart Toilet, Aplikasi antrian DAMRI,
layanan kepada pelanggan, kemudahan berkomunikasi antara Aplikasi Antrian Taksi.
pelanggan dengan Perseroan, pengaturan sistem yang berhubungan
dengan pelanggan.
Services for internal and external customers are evidenced by Through the Company’s social media, the Indonesia
the issuance of the directors’ regulations to support services to Airport application, the Smart Toilet Application, the
customers, ease of communication between customers and the DAMRI queue application, the Taxi Queue Application.
Company, system settings related to customers.
Process Peningkatan pelayanan didukung dengan SOP yang jelas Kententuan tentang Petunjuk Teknis Monitoring dan
yang tercantum dalam Petunjuk Teknis Perseroan dan telah Evaluasi.
dikomunikasikan dengan seluruh lini yang terlibat.
A clear SOP that is listed in the Company’s Technical Guidelines Provisions regarding Technical Guidelines for
and has been communicated to all lines involved supports Service Monitoring and Evaluation.
improvement.
Strategi Pemasaran Marketing Strategy

Mengingat bisnis bandar udara bersifat captive market, maka Given that airport business is captive market, then business
untuk pengembangan bisnis dilakukan melalui pendekatan development is carried out through a directional strategy
directional strategy dengan menitikberatkan pendekatan approach by emphasizing a growth strategy approach, and

strategi bertumbuh (growth strategy) , dan memadukan integrating the concentrate strategy and conglomerate
pendekatan concentrate strategy dan conglomerate strategy. strategy approaches. To increase business revenue, several
Untuk meningkatkan pendapatan usaha, telah dilakukan strategies have been carried out as follows.
beberapa strategi sebagai berikut.
Strategi Kebijakan Keterangan

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

Perseroan 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. Penentuan Dividend payment is entirely the right of the government.
besarnya dividen yang disetorkan kepada Pemegang Saham Determination of the amount of dividends paid to

berdasarkan keputusan Kementerian BUMN selaku RUPS dan Shareholders based on the decision of the Ministry of SOEs
kuasa pemegang saham. as the AGMS and shareholder authorization.
Pembagian Dividen Dividend Payout

Pada tanggal 20 Mei 2019, Perseroan mengadakan Rapat On May 20, 2019, the Company held a General Meeting of
Umum Pemegang Saham (RUPS) di Gedung Kementerian Shareholders (GMS) at the SOE Ministry Building and was
BUMN dan dihadiri oleh pejabat dan staf Kementerian BUMN attended by officials and staff of the Ministry of SOEs and
dan PT Angkasa Pura II (Persero) tentang persetujuan laporan PT Angkasa Pura II (Persero) regarding the approval of
tahunan dan pengesahan laporan keuangan Perseroan the annual report and the ratification of the Company’s
tahun buku 2018. Berdasarkan risalah RUPS Nomor: financial statements for the 2018 fiscal year. GMS Number:
KEP.08.03.01/00/05/2019/0201, bahwa Pemegang Saham KEP.08.03.01/00/05/2019/0201, that the Shareholders gave an
memberikan persetujuan tentang pembagian dividen kas agreement on the distribution of cash dividends amounting
sebesar Rp439,67 miliar dan menaikkan cadangan umum to Rp439.67 billion and increase general reserves of retained
atas saldo laba sebesar Rp1,47 triliun. earnings by Rp1.47 trillion.
Pada tanggal 24 April 2018, Perseroan mengadakan Rapat On April 24, 2018, the Company held a General Meeting of
Umum Pemegang Saham (RUPS) di Gedung Kementerian Shareholders (GMS) at the SOE Ministry Building and was
BUMN dan dihadiri oleh pejabat dan staf Kementerian BUMN attended by officials and staff of the Ministry of SOE and PT
dan PT Angkasa Pura II (Persero) tentang persetujuan laporan Angkasa Pura II (Persero) regarding the approval of the annual
tahunan dan pengesahan laporan keuangan Perseroan report and ratification of the financial year 2017. GMS Number:
tahun buku 2017. Berdasarkan risalah RUPS Nomor: KEP.08.03.01/00/04/2018/0199, that the Shareholders give an
KEP.08.03.01/00/04/2019/0199, bahwa Pemegang Saham agreement regarding the distribution of cash dividends in the
memberikan persetujuan tentang pembagian dividen kas amount of Rp401.95 billion and increase the general reserves
sebesar Rp401,95 miliar dan menaikkan cadangan umum of retained earnings of Rp1.61 trillion.
atas saldo laba sebesar Rp1,61 triliun.
Perseroan telah melakukan sisa pembayaran dividen sebesar The Company has made the remaining dividend payment of
Rp301,95 miliar tersebut pada tanggal 22 Mei 2018. Pada Rp301.95 billion on May 22, 2018. On December 22, 2017, the
tanggal 22 Desember 2017, pemegang saham Perseroan Company’s shareholders determined an interim dividend in
menetapkan dividen interim tahun 2017 sebesar Rp100,00 2017 of Rp100.00 billion. The Company paid the dividend on
miliar. Perseroan telah melakukan pembayaran dividen December 29, 2017.
tersebut pada tanggal 29 Desember 2017.
Tabel Pembagian Dividen per Tahun Buku

Table of Dividend Distributed per Fiscal Year
Kebijakan Dividen Tahun Buku

No
Dividend Policy Fiscal Year
2019* 2018 2017 2016
1 Laba Tahun Berjalan (dalam Rupiah) - 1.911.552.377.626 2.009.855.743.920 1.940.253.028.171

Profit of the Current Year (in Rupiah)
2 Dividen Kas yang Dibagikan (dalam Rupiah) - 439.670.327.000 401.947.000.000 330.000.000.000

Cash Dividend Distributed (in Rupiah)
3 Dividen Per Lembar Saham - 27.528 57.421 47.143

Dividend Per Share

Kebijakan Dividen Tahun Buku

No
Dividend Policy Fiscal Year
2019* 2018 2017 2016
4 Rasio Pembagian Dividen (Payout Ratio) - 23,00% 20,00% 17,01%

Dividend Ratio (Payout Ratio)
5 Keputusan RUPS - KEP.08.03.01/00/05 KEP.08.03.01/00/04 KEP.08.03/00.1/05

GMS Decision /2019/0210 /2019/0199 /2019/0572
6 Tanggal Pengumuman - 20 Mei 2019 24 April 2018 10 Mei 2017

Announcement Date May 20, 2019 April 24, 2018 May 10, 2017
7 Tanggal Pembayaran - 20 Juni 2019 22 Mei 2018 dan 8 Juni 2017

Payment Date June 20, 2019 29 Desember 2017 June 8, 2017
May 22, 2018 and
December 29, 2017
8 Dividen Interim (dalam Rupiah) - - 100.000.000.000 -

Interim Dividends (in Rupiah)
*) Pembagian dividen tahun buku 2019 akan diputuskan dalam RUPS Tahunan yang diselenggarakan pada tahun 2020.
*) The distribution of dividends for the fiscal year 2019 will be decided at the Annual GMS held in 2020.
Program Kepemilikan Saham oleh Manajemen Management and/or Employee Stock Option
dan/atau Karyawan (ESOP/MSOP) Program
Sampai tahun 2019, Angkasa Pura II belum menjadi Until 2019, Angkasa Pura II has not yet become a public
perusahaan publik sehingga Perseroan tidak melaksanakan company so the Company does not implement a share
program kepemilikan saham oleh manajemen dan/atau ownership program by management and/or employees
karyawan (ESOP/MSOP). Oleh karena itu, tidak ada informasi (ESOP/MSOP). Therefore, there is no information that
yang memuat uraian mengenai: contains description regarding:
1. Jumlah saham ESOP/MSOP dan realisasinya; 1. Number of ESOP/MSOP shares and their realization;
2. Jangka waktu; 2. Duration;
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 Penawaran Umum Realization of the Use of Proceds from Public
Offering
Tahun 2019, Angkasa Pura II tidak melakukan penawaran In 2019, Angkasa Pura II did not conduct any public offering
umum melalui penerbitan obligasi, sehingga tidak terdapat through bonds issuance, so there is no information about the
informasi mengenai penggunaan dana hasil penawaran use of proceeds of the public offering.
umum.
Informasi Transaksi Material dengan Pihak Berelasi/ Information of Material Transactions with Related/
Afiliasi Affiliated Parties
Pihak Berelasi Related Parties
Orang atau anggota keluarga terdekat mempunyai relasi As individual or family member is related to the Company if it:
dengan Perseroan jika mereka:
1. memiliki pengendalian atau pengendalian bersama 1. has control or joint control over the Company;
atas Perseroan;

2. memiliki pengaruh signifikan atas Perseroan; atau 2. has significant influence over the Company; or
3. merupakan personil manajemen kunci Perseroan atau 3. is a member of the key management personnel of the
entitas induk dari Perseroan. Company.
Suatu pihak dianggap berelasi dengan Perseroan jika: A party is considered to be related to the Company if:
1. langsung, atau tidak langsung yang melalui satu atau 1. 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, Perseroan; (ii) memiliki kepentingan has an interest in the Company that gives it significant
dalam Perseroan yang memberikan pengaruh influence over the Company; or (iii) has joint control
signifikan atas Perseroan; atau (iii) memiliki over the Company;
pengendalian bersama atas Perseroan;
2. suatu pihak adalah entitas asosiasi Perseroan; 2. the party is an associate of the Company;
3. suatu pihak adalah ventura bersama dimana 3. the party is a joint venture in which the Company is a
Perseroan sebagai venturer; venturer;
4. suatu pihak adalah anggota dari personil manajemen 4. the party is a member of the key management
kunci Perseroan atau induknya; personnel of the Company or its parent;
5. suatu pihak adalah anggota keluarga dekat dari 5. the party is a close member of the family of any
individu yang diuraikan dalam butir (1) atau (4); individual referred to in (1) or (4);
6. suatu pihak adalah entitas yang dikendalikan, 6. the party is an entity that is controlled, jointly
dikendalikan bersama atau dipengaruhi signifikan controlled or significantly influenced by or for which
oleh atau di mana hak suara signifikan dimiliki oleh, significant voting power in such entity resides with,
langsung maupun tidak langsung, individu seperti directly or indirectly, any individual referred to in (4)
diuraikan dalam butir (4) atau (5); or (5);
7. suatu pihak adalah suatu program imbalan pasca kerja 7. the party is a post-employment benefit plan for the
untuk imbalan kerja dari Perseroan atau entitas yang benefit of employees of the Company, or of any entity
terkait dengan Perseroan. that is a related party of the Company.
Transaksi dengan Pihak Berelasi Transaction with Related Parties

Dalam kegiatan usaha normal, Kelompok Usaha 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 the
dengan Kelompok Usaha melalui kepemilikan langsung dan Group through direct and indirect ownership and/or under
tidak langsung, dan/atau di bawah kendali pihak yang sama. the control of the same party.
Rincian sifat hubungan dan jenis transaksi yang signifikan Details of the nature of relationship and type of significant
dengan pihak berelasi adalah sebagai berikut: transaction with related parties are as follows:
Pihak Berelasi Sifat Hubungan Alasan Transaksi

No
Related parties Nature of Relationship Transaction
1 PT Bank Mandiri Dikendalikan oleh Pemerintah Republik Indonesia Penempatan kas dan setara kas dan
(Persero) Tbk Controlled by the Government of the Republic of Indonesia Fasilitas pinjaman berjangka
Placement of cash and cash equivalents
and term loan facilities
2 PT Bank Negara Indonesia Dikendalikan oleh Pemerintah Republik Indonesia Penempatan kas dan setara kas dan


No
3 PT Bank Rakyat Indonesia Dikendalikan oleh Pemerintah Republik Indonesia Penempatan kas dan setara kas dan
4 PT Bank Tabungan Negara Dikendalikan oleh Pemerintah Republik Indonesia Penempatan kas dan setara kas dan
5 Lembaga Pembiayaan Ekspor Dikendalikan oleh Pemerintah Republik Indonesia Penempatan kas dan setara kas dan
Impor Indonesia (EXIM) Controlled by the Government of the Republic of Indonesia Fasilitas pinjaman berjangka
6 PT Bank Rakyat Indonesia Dikendalikan oleh PT Bank Rakyat Indonesia (Persero) Tbk Penempatan kas dan setara kas
Agroniaga Tbk Controlled by PT Bank Rakyat Indonesia (Persero) Tbk Placement of cash and cash quivalents
7 PT Bank BNI Syariah Dikendalikan oleh PT Bank Negara Indonesia (Persero) Tbk Penempatan kas dan setara kas
Controlled by PT Bank Negara Indonesia (Persero) Tbk Placement of cash and cash quivalents
8 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 quivalents
9 PT Garuda Indonesia (Persero) Tbk Dikendalikan oleh Pemerintah Republik Indonesia Piutang usaha pihak berelasi
Controlled by the Government of the Republic of Indonesia Trade receivable from related parties
10 PT Garuda Maintenance Facility Dikendalikan oleh PT Garuda Indonesia (Persero) Tbk Piutang usaha pihak berelasi
AeroAsia Tbk Controlled by PT Garuda Indonesia (Persero) Tbk Trade receivable from related parties
11 PT Citilink Indonesia Dikendalikan oleh PT Garuda Indonesia (Persero) Tbk Piutang usaha pihak berelasi
Controlled by PT Garuda Indonesia (Persero) Tbk Trade receivable from related parties
12 PT Aerofood Indonesia Dikendalikan oleh PT Garuda Indonesia (Persero) Tbk Piutang usaha pihak berelasi
13 PT Merpati Nusantara Airlines Dikendalikan oleh PT Garuda Indonesia (Persero) Tbk Piutang usaha pihak berelasi
14 PT Telekomunikasi Indonesia Dikendalikan oleh Pemerintah Republik Indonesia Piutang usaha pihak berelasi
(Persero) Tbk Controlled by the Government of the Republic of Indonesia Trade receivable from related parties
15 PT Telekomunikasi Selular Tbk Dikendalikan oleh PT Telekomunikasi Indonesia (Persero) Tbk Piutang usaha pihak berelasi
Controlled by PT Telekomunikasi Indonesia (Persero) Tbk Trade receivable from related parties
16 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 receivable from related parties
Indonesia
17 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
18 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
19 PT Pertamina (Persero) Dikendalikan oleh Pemerintah Republik Indonesia Jasa pengisian bahan bakar
Controlled by the Government of the Republic of Indonesia pesawat udara
Airplane refueling services


No
20 PT Hutama Karya (Persero) Dikendalikan oleh Pemerintah Republik Indonesia Jasa kontraktor
Controlled by the Government of the Republic of Indonesia Contractor services
21 PT PP (Persero) Tbk Dikendalikan oleh Pemerintah Republik Indonesia Jasa kontraktor

22 PT Adhi Karya (Persero) Tbk Dikendalikan oleh Pemerintah Republik Indonesia Jasa kontraktor
23 PT Wijaya Karya (Persero) Tbk Dikendalikan oleh Pemerintah Republik Indonesia Jasa kontraktor
24 PT Waskita Karya (Persero) Tbk Dikendalikan oleh Pemerintah Republik Indonesia Jasa kontraktor
25 PT Sarana Multi Infrastruktur Dikendalikan oleh Pemerintah Republik Indonesia Fasilitas pinjaman berjangka
(Persero) Controlled by the Government of the Republic of Indonesia Term loan facility
26 PT Indonesia Infrastructure Dikendalikan oleh Pemerintah Republik Indonesia Fasilitas pinjaman berjangka
Finance Controlled by the Government of the Republic of Indonesia Term loan facility
27 PT Purantara Mitra Angkasa Dua Entitas asosiasi Penyertaan saham

Associated Entity Investment in shares
28 PT Railink Entitas asosiasi Penyertaan saham

Associated Entity Investment in shares
29 PT Bandar Udara Internasional Entitas asosiasi Penyertaan saham

Jawa Barat Associated Entity Investment in shares
Kebijakan Perseroan terkait dengan mekanisme Company policy is related to the mechanism for
review atas transaksi reviewing transactions
Perseroan memiliki kebijakan dalam mereview transaksi The company has a policy in reviewing transactions with
dengan pihak berelasi melalui mekanisme evaluasi kontrak related parties through contract evaluation mechanisms
dan perjanjian kerjasama sesuai pelaksanaan kontrak dan and cooperation agreements in accordance with the
ketentuan peraturan perundangan dan peraturan Perseroan implementation of the contract and the provisions of the
yang terkait. relevant laws and regulations.
Penjelasan mengenai kewajaran transaksi Explanation of the fairness of the transaction

Perseroan menilai bahwa transaksi yang dilakukan dengan The company considers that transactions conducted with
pihak berelasi dalam rangka proses bisnis masih dalam batas related parties in the framework of business processes are
kewajaran. still within reasonable limits.
Pemenuhan ketentuan terkait Compliance with relevant provisions

Perseroan menilai bahwa transaksi yang dilakukan dengan The Company considers that the transactions carried out
pihak berelasi dalam rangka proses bisnis telah memenuhi with related parties in the context of business processes have
ketentuan peraturan-perundangan yang terkait dan fulfilled the provisions of the relevant laws and cooperation
perjanjian kerja sama. agreements.

Perubahan Peraturan Perundang-Undangan yang Changes in Laws and Regulations Which Impact
Berpengaruh Signifikan Significantly
Tahun 2019, tidak terdapat perubahan peraturan In 2019, there is no change in legislation that has a significant
perundang-undangan yang berpengaruh signifikan effect on the Company, so there is no information about
terhadap Perseroan, sehingga tidak terdapat informasi changes in legislation and its impact on the Company.
mengenai perubahan peraturan perundang-undangan dan
dampaknya terhadap Perseroan.
Perubahan Kebijakan Akuntansi Changes In Accounting Policy

Pada tahun 2019, Perseroan dan Entitas Anak telah In 2019, the Company and Subsidiaries have applied all
menerapkan semua standar akuntansi revisi serta revised accounting standards and interpretations issued by
interpretasi yang dikeluarkan oleh Dewan Standar Akuntansi the Financial Accounting Standards Board of the Indonesian
Keuangan dari Ikatan Akuntan Indonesia yang relevan dengan Institute of Accountants that are relevant to their operations
operasinya dan efektif untuk periode akuntansi yang dimulai and are effective for accounting periods beginning on
pada tanggal 1 Januari 2019. January 1, 2019.
1. Penerapan Standar Akuntansi Baru 1. Implementation of New Accounting Standards
Efektif tanggal 1 Januari 2019, Kelompok Usaha Effective January 1, 2019, the Business Group applies
menerapkan beberapa standar akuntansi baru yang several new accounting standards that are relevant to
relevan terhadap Kelompok Usaha berikut ini: the following Business Groups:
a. Amandemen PSAK 2: “Laporan Arus Kas tentang a. Amendments to PSAK 2: “Cash Flow Reports on
Prakarsa Pengungkapan”. Disclosure Initiatives”.
b. Amandemen PSAK 13: “Properti Investasi: b. Amendments to PSAK 13: “Investment Properties:
Pengalihan Properti Investasi”. Transfer of Investment Properties”.
c. ISAK 33 - Transaksi Valuta Asing dan Imbalan c. ISAK 33 - Foreign Exchange Transactions and
di Muka. Advance Rewards.
d. ISAK 34 - Ketidakpastian dalam Perlakukan Pajak d. ISAK 34 - Uncertainty in the Treatment of Income
Penghasilan. Taxes.
e. Amandemen PSAK 24 (2018) - Imbalan Kerja tentang e. Amendments to PSAK 24 (2018) - Employee Benefits
Amendemen, Kurtailmen, atau Penyelesaian regarding Amendments, Curtailmens, or Program
Program. Completions.
f. Penyesuaian 2018 PSAK 26 - Biaya Pinjaman. f. Adjustment 2018 PSAK 26 - Borrowing Costs.
g. Penyesuaian 2018 PSAK 46 - Pajak Penghasilan. g. Adjustment 2018 PSAK 46 - Income Tax.
2. Alasan perubahan kebijakan akuntansi 2. Reasons for changing accounting policies

Penerapan perubahaan kebijakan akuntansi mengikuti The adoption of changes in accounting policies
perubahan standar akuntansi revisi serta interpretasi follows changes in revised accounting standards and
yang dikeluarkan oleh Dewan Standar Akuntansi interpretations issued by the Financial Accounting
Keuangan dari Ikatan Akuntan Indonesia yang relevan Standards Board of the Indonesian Institute of
dengan operasi bisnis Perseroan. Accountants that are relevant to the Company’s
business operations.
3. Dampaknya terhadap laporan keuangan 3. The impact on the financial statements

Penerapan ini tidak memberikan dampak yang besar This application did not have a material impact on
terhadap pelaporan keuangan dan pengungkapan financial reporting and disclosures in the consolidated
dalam laporan keuangan konsolidasian. financial statements.

Informasi Kelangsungan Usaha Information On Busines Continuity

Hal-Hal yang Berpotensi Berpengaruh Signifikan Matters Potentially Influence Significantly Against the
terhadap Kelangsungan Usaha Business Continuity
Sampai dengan tahun 2019, Angkasa Pura II tidak memiliki Until 2019, Angkasa Pura II did not have any matters that
hal-hal yang berpengaruh signifikan terhadap kelangsungan significantly affect the business continuity.
usaha.
Asumsi Dasar dan Assessment Kelangsungan Usaha Basic Assumptions of Business Continuity
Asumsi tersebut berlandaskan pada posisi Angkasa Pura II, That assumption is based on the position of Angkasa Pura
jika dilihat dari analisis kekuatan (strengths) dan kelemahan II, if seen from the analysis of strengths and weaknesses,
(weaknesses), peluang (opportunities) dan hambatan opportunities and threats, as well as identification. From
(threatment), serta identifikasi. Dari analisa tersebut, telah these analyzes, we have produced assumptions that explain
menghasilkan asumsi-asumsi yang menjelaskan tentang the external conditions and internal conditions of the
kondisi ekternal dan kondisi internal Perseroan, yaitu Company, as follows:
sebagai berikut:
1. Kondisi Eksternal 1. External Conditions
a. Kondisi Ekonomi a. Economic Condition
Kesepakatan asumsi makro tersebut tidak lepas The macro assumption agreement cannot be
dari adanya pengaruh dari faktor eksternal dan separated from the influence of external factors and
faktor internal. Dari faktor eksternal, kondisi internal factors. From external factors, the world
perekonomian dunia masih belum stabil, baik dari economic condition is still not stable, both in terms
sisi permintaan (demand) yang masih lemah, maupun of demand is still weak, as well as low commodity
harga komoditas yang rendah. Selain itu, economic prices. In addition, economic rebalancing from
rebalancing dari negeri Tiongkok juga berimbas pada China also affects the economic conditions around
kondisi ekonomi seluruh dunia, termasuk Indonesia. the world, including Indonesia. Finally, the economic
Terakhir, kebijakan ekonomi Negara-negara maju policies of developed countries like the United
seperti Amerika Serikat juga memiliki dampak kepada States also have an impact on Indonesia.
Indonesia.
Dari sisi internal sendiri, pertumbuhan ekonomi Internally, economic Growth is expected to be
diharapkan mampu didorong oleh belanja driven by government infrastructure spending
infrastruktur pemerintah dalam rangka menguatkan in order to strengthen the productive sector as a
sektor produktif sebagai penggerak pertumbuhan driving force for the economy. Not only that, as
perekonomian. Tidak hanya itu, sebanyak empat belas many as fourteen policy packages launched by the
paket kebijakan yang telah diluncurkan pemerintah government are expected to encourage investment
diharapkan dapat mendorong investasi yang mampu that can accelerate economic growth and maintain
mempercepat pertumbuhan ekonomi dan menjaga macroeconomic stability.
stabilitas ekonomi makro.
b. Industri b. Industry
Penerbangan Terbitnya Undang – undang Nomor Aviation Flight Law No. 1 Year 2009 on aviation is
1 tahun 2009 tentang penerbangan tentunya certainly expected to have a positive impact on the
diharapkan membawa dampak positif terhadap dunia national aviation world. The increasing number
penerbangan nasional. Pertumbuhan penumpang of Indonesian population as well as the vast area
angkutan udara di Indonesia ditunjang oleh jumlah of Indonesia that lies between the Indian Ocean

penduduk Indonesia yang semakin bertambah juga support growth of passenger air transport in
luas wilayah Indonesia yang terbentang di antara Indonesia and Pacific Ocean, which geographical
Samudera Hindia dan Samudera Pasifik, dimana position is a very strategic.
secara geografis posisi ini merupakan posisi yang
sangat strategis.
c. Otonomi Daerah c. Regional Autonomy

Pemberlakuan otonomi daerah mendorong keinginan The enactment of regional autonomy encourages
pemerintah daerah untuk menjadikan bandar udara the local government’s desire to make the airport
di wilayahnya representatif dengan kapasitas besar. in its territory representative with large capacity.
Hal ini sering menyebabkan tuntutan pembangunan This often leads to development demands that go
yang melampaui kelayakan finansialnya. Di samping beyond financial feasibility. In addition there is also
itu juga terdapat keinginan beberapa daerah untuk the desire of some areas to build (and manage) own
membangun (dan mengelola) sendiri bandara yang airports located in its territory.
berada di wilayahnya.
Di sisi lain otonomi daerah juga mendorong On the other hand, regional autonomy also
pemerintah daerah untuk memperoleh kontribusi encourages local governments to obtain revenue
pendapatan dari pengoperasian bandar udara. contribution from the operation of airports. At a
Pada cabang bandara yang menguntungkan seperti lucrative airport branch like Soekarno-Hatta Airport
Bandara Soekarno-Hatta - Tangerang kontribusi – Tangerang the contribution is quite large and is
tersebut cukup besar dan diwujudkan dalam satu realized in a community development program, in
program yang bersifat community development, di addition to other contributions regulated by local
samping kontribusi lain yang diatur dengan Perda regulations such as parking contributions and so on.
seperti kontribusi parkir dan sebagainya.
Pada bandara cabang yang masih merugi, At the airport branches which are still losing, the
permintaan kontribusi tidak mendesak dan pada demand for contributions are not urgent and in
umumnya pemerintah daerah dapat memahami general the local government can understand
bahwa kontribusi tersebut belum dapat diberikan. that such contributions cannot be given. Reduced
Penurunan alokasi dana transfer ke daerah dan dana allocations of transfer funds to regions and village
desa dalam Rancangan Anggaran Pendapatan dan funds in the 2019 Budget Revenue and Expenditure
Belanja Negara Perubahan 2019 kemungkinan bisa Plan may be limited following the prospect of
dibatasi menyusul prospek perbaikan pendapatan improved net domestic revenues and policy changes
dalam negeri neto dan perubahan kebijakan dalam in the budget.
anggaran tersebut.
2. Kondisi Internal 2. Internal Condition

Dari sisi internal sendiri, pertumbuhan ekonomi diharapkan Internally, economic Growth is expected to be driven
mampu didorong oleh belanja infrastruktur pemerintah by government infrastructure spending in order to
dalam rangka menguatkan sektor produktif sebagai strengthen the productive sector as a driving force for
penggerak pertumbuhan perekonomian. Tidak hanya the economy. Not only that, as many as fourteen policy
itu, sebanyak empat belas paket kebijakan yang telah packages launched by the government are expected to
diluncurkan pemerintah diharapkan dapat mendorong encourage investment that can accelerate economic
investasi yang mampu mempercepat pertumbuhan growth and maintain macroeconomic stability.
ekonomi dan menjaga stabilitas ekonomi makro.

Indonesia tercatat memiliki rata-rata pertumbuhan masih Indonesia has recorded an average growth which is still
lebih baik dibandingkan dengan negara-negara lainnya better than other countries during the 2006- 2015 period.
selama kurun waktu 2006-2015. Sementara itu, sampai Meanwhile, until the fourth quarter of 2019, Indonesia
dengan kuartal 4 tahun 2019, Indonesia memiliki capaian has achieved a pretty good economic Growth of 5.2%.
pertumbuhan ekonomi yang cukup baik sebesar 5,2%.
a. Karakteristik Biaya a. Cost Characteristics
Karakteristik biaya dalam pengelolaan bandar udara The cost characteristic in airport management is
sebagian besar bersifat tetap dan karena sifatnya mostly fixed and due to its capital intensive nature, it
capital intensive, maka memiliki biaya penyusutan has a large depreciation cost.
yang besar.
b. Investasi b. Investment
Sesuai RJPP Perseroan tahun 2018-2020 telah According to company RJPP on 2018-2020 has
dicanangkan investasi sebesar Rp32 triliun, untuk been declared an investment of Rp32 trillion, for
program Investasi tahun 2019 dianggarkan sebesar Investment program of 2019 budgeted Rp11.47
Rp11,47 triliun. Prognosa capaian investasi tahun 2019 trillion. The prognosis of investment achievement in
sebesar Rp7,68 triliun atau terserap 67% dari RKAP 2019 is Rp7.68 trillion or absorbed 67% from CWBP
sebesar Rp11,47 triliun dan secara program serapan of Rp11.47 trillion and on an investment absorption
investasi sebesar 392 program atau 92% dari 424 program of 392 programs or 92% of 424 programs in
program dalam RKAP 2019. the 2019 CWBP.
Penyerapan investasi sampai dengan Triwulan IV The absorption of investment up to the fourth
dipengaruhi oleh faktor internal maupun faktor quarter is influenced by internal and external factors.
eksternal. Faktor internal diakibatkan adanya; retender Internal factors are caused by; retender some jobs
beberapa pekerjaan karena lelang batal lebih dari 2 because the auction is canceled more than 2 times
kali akibat dari jumlah peserta lelang yang mendaftar as a result of the number of bidders who register are
tidak memenuhi syarat, memasukan penawaran not eligible, enter the offer of less than 3 participants
kurang dari 3 peserta dan lulus evaluasi kurang dari and pass the evaluation of less than 2 participants
2 peserta serta terkait revitalisasi terminal yang and related revitalization of the terminal resulting in
mengakibatkan beberapa pekerjaan pengembangan some terminal development work proposed drop or
terminal diusulkan drop atau carry over. carry over. As for the external factors, hampering the
Sedangkan untuk faktor eksternal terhambatnya absorption of investment programs due to several
serapan program investasi dikarenakan beberapa constraints such as land acquisition process of PT
kendala diantaranya proses pembebasan lahan Angkasa Pura II (Persero) is which still ongoing.
PT Angkasa Pura II (Persero) yang masih berlangsung.

TATA KELOLA
PERUSAHAAN

06

Angkasa Pura II terus berupaya untuk meningkatkan

kualitas SDM karena Angkasa Pura II meyakini dengan
SDM yang tangguh akan mampu mempertahankan
keunggulan kompetitif dan keberlanjutan bisnis
Angkasa Pura II
Angkasa Pura II continually strives to improve its HC quality

because Angkasa Pura II believes that strong HC will be able to
maintain competitive advantage and business sustainability of
Angkasa Pura II.
Kerangka Penerapan GCG

GCG Framework
Bagi Angkasa Pura II, penerapan GCG merupakan aspek For Angkasa Pura II, implementing GCG is an important
penting dalam rangka meningkatkan dan memaksimalkan aspect in order to increase and maximize its value, encourage
nilai perusahaan, mendorong pengelolaan Angkasa Pura II a professional, transparent and efficient management
yang profesional, transparan, dan efisien guna memenuhi of Angkasa Pura II to fulfill obligations responsibly to
kewajiban secara bertanggung jawab kepada Pemegang shareholders, business partners, and the community at large.
Saham, mitra bisnis, serta masyarakat pada umumnya. Through the application of GCG principles, it is expected
Melalui penerapan prinsip-prinsip GCG diharapkan mampu to be able to maximize the value of Angkasa Pura II for
memaksimalkan nilai Angkasa Pura II bagi para stakeholders stakeholders in the form of improved performance through
dalam bentuk peningkatan kinerja dalam bentuk nilai long-term corporate value and corporate image. So as to
perusahaan jangka panjang serta citra perusahaan. Sehingga further strengthen the position of Angkasa Pura II in global
semakin menguatkan posisi Angkasa Pura II di dalam competition and sustainable business growth. The GCG is a
persaingan global serta pertumbuhan bisnis berkelanjutan. system as well as a structure in order to provide confidence to
GCG merupakan sistem sekaligus struktur dalam rangka all stakeholders that the Company is managed and controlled
memberi keyakinan kepada seluruh stakeholders bahwa
perusahaan dikelola dan dikendalikan untuk melindungi

kepentingan stakeholders sejalan dengan peraturan to protect the interests of stakeholders in line with statutory
perundang-undangan dan prinsip-prinsip GCG yaitu: regulations and GCG principles, namely:
1. Transparansi (transparency), yaitu keterbukaan 1. Transparency, namely openness in carrying out the
dalam melaksanakan proses pengambilan keputusan decision making process and openness in disclosing
dan 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
perundang-undangan 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
perundang-undangan dan prinsip-prinsip korporasi and sound corporate principles;
yang sehat;
5. Kewajaran (fairness), yaitu keadilan dan kesetaraan 5. Fairness, namely fairness and equality in fulfilling the
di dalam memenuhi hak-hak Pemangku Kepentingan rights of stakeholders that arise based on agreements
(stakeholders) yang timbul berdasarkan perjanjian dan and statutory regulations.
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 dan in conducting transformation and turnaround, which
turn a round, yang diharapkan dapat menciptakan PT Angkasa is expected to create PT Angkasa Pura II (Persero) as a
Pura II (Persero) sebagai sebuah korporasi yang berkelanjutan sustainable company. For this reason, by implementing GCG,
(sustainable company). Untuk itu, dengan menerapkan GCG, PT Angkasa Pura II (Persero) aims to:
PT Angkasa Pura II (Persero) bertujuan untuk:
1. Mengoptimalkan nilai Perseroan untuk membangun 1. Optimize the value of the Company to build strong
daya saing yang kuat baik secara nasional maupun competitiveness both nationally and internationally,
internasional, agar dapat menjaga eksistensi dan so that it can maintain its existence and sustainable
pertumbuhan secara berkelanjutan; growth;
2. Mendorong pengelolaan Perseroan secara profesional, 2. Encourage the management of the Company in a
efisien serta efektif selain juga memberdayakan fungsi professional, efficient and effective manner while also
dan meningkatkan kemandirian organ-organ dalam empower functions and increase the independence of
Perseroan; the organs in the Company;
3. Mengarahkan serta mengendalikan hubungan kerja 3. Direct and control the working relationship between
antara Rapat Umum Pemegang Saham (RUPS), Dewan the General Meeting of Shareholders (GMS), the Board
Komisaris dan Direksi; of 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 moral implementation must be based on high moral values
yang tinggi dan sesuai dengan peraturan perundang- and in accordance with the statutory regulations that
undangan yang berlaku serta tanggung jawab sosial have high social responsibility;
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.
Upaya Memperkuat Implementasi GCG

Efforts to Strengthen GCG
Dalam memaknai implementasi GCG, PT Angkasa Pura II In interpreting the implementation of GCG, PT Angkasa
(Persero) berkomitmen untuk menjadikan GCG sebagai Pura II (Persero) is committed to make GCG as part of the
bagian dari pengelolaan Perseroan melalui penerapan suatu management of the Company through the implementation of
sistem yang mencerminkan prinsip-prinsip keterbukaan a system that reflects the principles of information disclosure,
informasi, akuntabilitas, kesetaraan dan tanggung jawab. accountability, fairness and responsibility.
Sepanjang tahun 2019, telah dilakukan berbagai inisiatif Throughout 2019, various GCG implementation initiatives
implementasi GCG, baik yang dilakukan secara mandiri have been carried out, both carried out independently or
maupun dibantu oleh pihak independen dalam mencapai assisted by independent parties in achieving sustainable
tata kelola perusahaan yang berkelanjutan (sustainable corporate governance, including:
governance) antara lain mencakup: 1. Code of Conduct socialization to all employees of
1. Sosialisasi Code of Conduct kepada seluruh karyawan PT Angkasa Pura II (Persero), both existing and new
PT Angkasa Pura II (Persero), baik karyawan lama employees;
maupun karyawan baru;
2. Pembangunan komitmen Dewan Komisaris dan Direksi 2. Build the commitment of the Board of Commissioners
melalui pembaharuan Pakta Integritas dan Komitmen and Board of Directors through the renewal of the
Penerapan GCG; Integrity Pact and Commitment to implement GCG;
3. Melakukan pembaharuan terhadap Pedoman Tata 3. Update the Code of Good Corporate Governance
Kelola Perusahaan yang Baik (CoCG); (CoCG);
4. Pelaksanaan assessment GCG; 4. Implementation of GCG assessment;
5. Memperkuat Sistem Pelaporan Pelanggaran dengan 5. Strengthen the Violations Reporting System by
penyediaan berbagai tools yang memudahkan providing various tools that facilitate reporting;
pelaporan;
6. Melakukan survey kepuasan terhadap para vendor/ 6. Conduct a satisfaction survey of vendors/partners of
rekanan PT Angkasa Pura II (Persero); PT Angkasa Pura II (Persero);
7. Sosialisasi program pengendalian gratifikasi 7. Socialization of the Company's gratification control
Perseroan; program;
8. Ikut serta dalam Annual Report Award. 8. Participate in the Annual Report Award.

Struktur dan Mekanisme GCG

GCG Structure and Mechanicm
Struktur GCG GCG Structure

Sesuai dengan Undang-Undang No. 40 tahun 2007 Bab In accordance with Law No. 40 of 2007 Chapter I Regarding
I Mengenai Ketentuan Umum Pasal 1, Organ Perseroan General Provisions of Article 1, the Company's Organs
terdiri dari Rapat Umum Pemegang Saham (RUPS), Dewan consist of General Meeting of Shareholders (GMS), Board of
Komisaris dan Direksi. Commissioners and Board of Directors.
1. Rapat Umum Pemegang Saham, yang selanjutnya 1. General Meeting of Shareholders, hereinafter referred
disebut RUPS adalah Organ Perseroan yang mempunyai to as GMS, is a Company organ that has authority
wewenang yang tidak diberikan kepada Direksi atau not granted to the Board of Directors or Board of
Dewan Komisaris dalam batas yang ditentukan dalam Commissioners within the limits specified in the Law
Undang-Undang dan/atau Anggaran Dasar. and/or Articles of Association.
2. Dewan Komisaris adalah Organ Perseroan yang 2. Board of Commissioners is a Company organ that is
bertugas melakukan pengawasan secara umum dan/ responsible for conducting general and/or specific
atau khusus sesuai dengan Anggaran Dasar serta supervision in accordance with the Articles of Association
memberi nasihat kepada Direksi. and providing advices to the Board of Directors.
3. Direksi adalah Organ Perseroan yang berwenang dan 3. Board of Directors is Company Organ that is
bertanggung jawab penuh atas pengurusan Perseroan authorized and fully responsible for the management
untuk kepentingan Perseroan, sesuai dengan maksud of the Company for the interests of the Company,
dan tujuan Perseroan serta mewakili Perseroan, baik in accordance with the aims and objectives of the
di dalam maupun di luar pengadilan sesuai dengan Company and represent the Company, both inside and
ketentuan Anggaran Dasar. outside the court in accordance with the provisions of
the Articles of Association.
Rapat Umum Pemegang

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

Board of Commissioners Board of Directors
Komite Manajemen Sekretaris Perusahaan

Satuan Pengawas
Komite Audit Risiko & SDM & Legal Unit Kerja Lainnya
Internal
Audit Committee Risk Management & HR Corporate Secretary Other Working Unit
Internal Auditor
Committee & Legal

Mekanisme GCG GCG Mechanism

Mekanisme GCG merupakan mekanisme implementasi GCG The GCG mechanism is a mechanism for implementing GCG
yang tercermin dalam sistem yang kuat. Hal ini menjadi which is reflected in a strong system. This becomes important,
penting, karena implementasi GCG tidak cukup hanya because the implementation of GCG is not enough just to rely
dengan mengandalkan pilar governance structure, melainkan on the pillars of governance structure, but it needs clear rules
dibutuhkan adanya aturan main yang jelas dalam bentuk in the form of mechanisms. Governance mechanism can be
mekanisme. Governance mechanism dapat diartikan sebagai interpreted as the rules of the game, procedures and clear
aturan main, prosedur dan hubungan yang jelas antara pihak relations between the parties that make decisions with those
yang mengambil keputusan dengan pihak yang melakukan who exercise control (supervision) of these decisions.
kontrol (pengawasan) terhadap keputusan tersebut.
PT Angkasa Pura II (Persero) telah memiliki aturan main yang PT Angkasa Pura II (Persero) already has complete rules of
lengkap yang terdapat dalam: the game contained in:
Nama Kebijakan GCG Dasar Peraturan Isi

No
GCG Policy Name Basis of Regulations Contents
1 Pedoman Tata Kelola DKOM.390.1/HK.201/APII-2014 Mengatur mekanisme hubungan kerja organ Perseroan (RUPS, Dewan
Perusahaan KEP.02.03.01/08/2014.3 Komisaris dan Direksi) dalam menjalankan tugas sebagai upaya untuk
Code of Corporate mewujudkan sistem pengelolaan perusahaan secara profesional,
Governance transparan dan efisien sebagai wujud nyata pelaksanaan prinsip-prinsip
GCG di Perseroan.
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.
2 Board of Commisioner PD.01.02-08-2017-0041 Panduan bagi Dewan Komisaris dan Direksi mengenai Tata Kerja Dewan
Charter PD.01.02-05-2017-0029 yang harus dipedomani pada tingkat kewenangan dan tanggung jawab
Board of Director sebagaimana telah diubah masing-masing dalam upaya untuk meningkatkan penerapan GCG di
Charter terakhir dengan perubahan kedua lingkungan PT Angkasa Pura II (Persero).
Nomor PD.01.02-12-2018-0110 Charter for the Board of Commissioners and Board of Directors regarding
PD.01.02-08-2017-0041 the Work Procedures of the Board which must be guided at the level
PD.01.02-05-2017-0029 as of authority and responsibility of each in an effort to improve the
last amended by the second implementation of GCG within PT Angkasa Pura II (Persero).
amenment No. PD.01.02-12-2018-
0110
3 Pedoman Perilaku KEP.CO.02.03.01/00/10/2018/0406.1; Panduan perilaku bagi seluruh insan Perseroan yang harus dipatuhi dalam
Code of Conduct PD.01.04/10/2018/0095 melaksanakan segala aktivitas perusahaan, serta mewujudkan hubungan
KEP.CO.02.03.01/00/10/2018/0406.1; harmonisasi dengan para pemangku kepentingan dan mewujudkan visi &
PD.01.04/10/2018/0095 misi perusahaan secara profesional 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 KEP.CO.02.03.01/10/2018/0414 Pedoman bagi seluruh insan PT Angkasa Pura II dalam bersikap dan
Gratifikasi PD.01.04/10/2018/0088 berperilaku baik sebagai individu maupun entitas dalam menjalankan tugas
Gratification Control KEP. CO. 02.03.01/10/2018/0414 dan tanggung jawab secara profesional, dan pedoman untuk memahami
Guidelines PD.01.04/10/2018/0088 dan menanggulangi pelaksanaan penerimaan dan pemberian hadiah dan
hiburan serta korupsi di Perseroan, meningkatkan dan memperkuat citra
positif Perseroan. Mewujudkan pengelolaan Perseroan yang bebas dari
segala bentuk Korupsi, Kolusi dan Nepotisme (KKN).
Guidelines for all personnels of PT Angkasa Pura II in behaving both as
individuals and entities in carrying out their duties and responsibilities in
a professional manner, and guidelines for understanding and overcoming
the implementation of receiving and giving gifts and entertainment and
corruption in the Company, improving and strengthening the Company's
positive image. Realizing a management of the Company that is free from
all forms of Corruption, Collusion and Nepotism (KKN).

Nama Kebijakan GCG Dasar Peraturan Isi

No
GCG Policy Name Basis of Regulations Contents
5 Pedoman Pengaduan DKOM.036.3/HK.201/APII-2014 Tata cara pengelolaan penanganan pengaduan bagi Dewan Komisaris,
Pelanggaran KEP.02.03.01/01/2014.082 Direksi, Karyawan serta pihak yang berkepentingan dalam hubungan
Violation Complaint dengan Perseroan, agar setiap laporan yang dikirimkan terjaga
Guideline 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 Perseroan.
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.
6 Pedoman Pengisian dan PD.01.01/02/2018/0065 Pedoman atau panduan kepada seluruh pejabat di Lingkungan PT Angkasa
Penyampaian Laporan Pura II (Persero) agar patuh terhadap peraturan perundang-undangan
Harta Kekayaan sehingga mendorong terciptanya penerapan Tata Kelola Perusahaan yang
Penyelenggara Negara Baik serta menciptakan organisasi dan lingkungan kerja PT Angkasa Pura II
(LHKPN) (Persero) yang kondusif, bersih dan bebas korupsi.
Guidelines for Filling Guidelines for all officials in the PT Angkasa Pura II (Persero) environment
and Submiting Report to comply with statutory regulations so as to encourage the creation
on Assets of States of Good Corporate Governance and create an organization and work
Officials (LHKPN) environment of PT Angkasa Pura II (Persero) that is conducive, clean and
free of corruption.
Informasi Pemegang Saham Utama dan Pengendali

Information on Main and Controlling Shareholders
Informasi Pemegang Saham Utama dan Pengendali Information on Main and Controlling 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.

Uraian Dewan Komisaris

Description of the Board of Commissioners
Dewan Komisaris merupakan organ Perseroan yang The Board of Commissioners is the Company organ that is
bertanggung jawab secara kolektif untuk melakukan collectively responsible for supervising and providing advice
pengawasan dan memberikan nasihat kepada Direksi serta to the Board of Directors and ensuring that Angkasa Pura II
memastikan bahwa Angkasa Pura II melaksanakan GCG pada carries out GCG at all levels of the organization.
seluruh tingkatan atau jenjang organisasi.
Anggota Dewan Komisaris diangkat dan diberhentikan oleh Members of the Board of Commissioners are appointed and
RUPS serta memenuhi persyaratan umum dan khusus yang dismissed by the GMS and meet the general and specific
ditetapkan dalam Anggaran Dasar Perseroan, Board Manual requirements set out in the Company's Articles of Association,
dan ketentuan lain yang berlaku. Dewan Komisaris tidak turut Board Manual and other applicable provisions. The Board
serta dalam pengambilan keputusan terkait operasional of Commissioners does not participate in decision making
perusahaan namun tetap tegas dalam fungsi pengawasan related to company operations, but remains firm in the
Dewan Komisaris. supervisory function of the Board of Commissioners.
Dalam melaksanakan tugasnya, Dewan Komisaris dibantu In carrying out its duties, the Board of Commissioners is
komite-komite sebagai organ pendukung Dewan Komisaris assisted by committees as the supporting organs of the Board
yaitu: 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-masalah the Board of Commissioners regarding issues related to
terkait untuk mengantisipasi risiko yang mungkin akan anticipate risks that may occur as well as in HR.
terjadi serta di SDM.
Komposisi Dewan Komisaris Board of Commissioners Composition

Dewan Komisaris beranggotakan 5 (lima) orang. Dewan The Board of Commissioners has 5 (five) members. The Board
Komisaris diketuai oleh seorang Komisaris Utama. Dewan of Commissioners is chaired by a President Commissioner.
Komisaris telah melakukan pembagian tugas pengawasan The Board of Commissioners has carried out the division
yang diputuskan secara internal oleh Dewan Komisaris. of supervisory duties which were decided internally by the
Board of Commissioners.
Adapun komposisi Dewan Komisaris Angkasa Pura II per 31 The composition of the Board of Commissioners of Angkasa
Desember 2019 adalah sebagai berikut: Pura II as of December 31, 2019 is as follows:
Nama Jabatan Dasar Pengangkatan Lulus Fit & Proper Test Domisili
Name Position Basis of Appointment Pass the Fit & Proper Test Domicile
Iswan Elmi PH Komisaris Utama

Acting President
1. Surat Keputusan Menteri BUMN Nomor SK-217/
MBU/10/2014 tanggal 17 Oktober 2014.
✓ Bekasi
Commissioner

Nama Jabatan Dasar Pengangkatan Lulus Fit & Proper Test Domisili
Name Position Basis of Appointment Pass the Fit & Proper Test Domicile
2. Keputusan Dewan Komisaris Perusahaan

Perseroan (Persero) PT Angkasa Pura II Nomor
KEP.01.03/00/11/2019/0406 tentang Penunjukan
Pelaksana Harian (PH) Komisaris Utama
Perusahaan (Perseroan) PT Angkasa Pura II yang
berlaku sejak tanggal 17 Oktober 2019.
1. Minister of SOEs Decree No: SK-217/MBU/10/2014
dated October 17, 2014.
2. Decree of the Company's Board of
Commissioners of PT Angkasa Pura II (Persero)
No. KEP.01.03/00/11/2019/0406 on the
Appointment of the Company's Acting President
Commissioner of PT Angkasa Pura II (Persero)
which was effective on October 17, 2019.
M. Harpin Ondeh Komisaris

Commissioner
Surat Keputusan Menteri BUMN Nomor SK-86/
MBU/06/2015 tanggal 8 Juni 2015.
✓ Bekasi
Minister of SOEs Decree No: SK-86/MBU/06/2015

dated June 8, 2015.
Mohamad
Pramintohadi
Komisaris
Commissioner
Keputusan Menteri BUMN Nomor SK-45/
MBU/02/2018 tanggal 19 Februari 2019.
✓ Tangerang
Selatan
Sukarno Minister of SOEs Decree No: SK-45/MBU/02/2018 South
dated February 19, 2019. Tangerang
Andus Winarno Komisaris

Commissioner
Keputusan Menteri BUMN Nomor SK-37/MBU/02/2019.
Minister of SOEs Decree No: SK-37/MBU/02/2019.
✓ Jakarta Selatan
South Jakarta
Dodi Iskandar Komisaris

Commissioner
Keputusan Menteri BUMN Nomor SK-48/
MBU/02/2019 tanggal 11 Februari 2019.
✓ Jakarta Pusat
Central Jakarta
Minister of SOEs Decree No: SK-48/MBU/02/2019
dated February 11, 2019.
Tugas dan Lingkup Tanggung Jawab Dewan Board of Commissioners Duties and
Komisaris Responsibilities
Dewan Komisaris merupakan organ Perseroan yang secara The Board of Commissioners is a Company organ that
kolektif bertugas melakukan pengawasan secara umum is collectively tasked to conduct general and/or specific
dan/atau khusus sesuai dengan Anggaran Dasar serta supervision in accordance with the Articles of Association
memberikan nasihat kepada Direksi. Dewan Komisaris and provide advice to the Board of Directors. The Board of
tidak turut serta dalam mengambil keputusan operasional. Commissioners does not participate in making operational
Kedudukan masing-masing anggota Dewan Komisaris decisions. The position of each member of the Board of
termasuk Komisaris Utama adalah setara. Tugas Komisaris Commissioners including the President Commissioner is equal.
Utama sebagai primus inter pares adalah mengkoordinasikan The duty of the President Commissioner as primus inter pares
kegiatan Dewan Komisaris. is to coordinate the activities of the Board of Commissioners.
Dewan Komisaris diangkat dan diberhentikan oleh RUPS. The Board of Commissioners is appointed and dismissed
Dalam melaksanakan tugas, Dewan Komisaris bertanggung by the GMS. In carrying out its duties, the Board of
jawab kepada RUPS. Pertanggungjawaban Dewan Komisaris Commissioners is responsible to the GMS. The responsibility
kepada RUPS merupakan perwujudan akuntabilitas of the Board of Commissioners to the GMS is a manifestation
pengawasan atas pengelolaan Perseroan dalam rangka of the accountability of supervision of the Company's
pelaksanaan prinsip-prinsip GCG. management in the context of implementing GCG principles.

Tugas dan Tanggung Jawab 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 bertugas: In carrying out its function, the Board of
Commissioners is tasked to:
a. Melakukan pengawasan terhadap kebijaksanaan a. Supervise the Company's management policies
pengurusan Perseroan yang dilakukan Direksi conducted by the Board of Directors and provide
serta memberi nasihat 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 Dasar the provisions of the Articles of Association and
dan keputusan RUPS serta peraturan perundang- GMS resolutions as well as applicable statutory
undangan yang berlaku. regulations.
b. Membuat program kerja pengawasan dan b. Create a work program of supervisory and advisory
pemberian nasihat, serta mengevaluasi atas as well as evaluate the policies for managing the
kebijakan perusahaan dalam rangka pengurusan Company, including: internal control systems, risk
Perseroan, termasuk: sistem pengendalian internal, management, information technology systems,
manajemen risiko, sistem teknologi informasi, human capital management, accounting policies,
pengelolaan SDM, kebijakan akuntansi, kebijakan procurement of goods/services policies, service
pengadaan barang/jasa, kebijakan mutu pelayanan. quality policies.
c. Mematuhi Anggaran Dasar Perusahaan, keputusan c. Comply with the Company's Articles of
RUPS dan peraturan perundang-undangan yang Association, GMS resolutions and applicable
berlaku serta prinsip-prinsip profesionalisme, statutory regulations as well as the principles
efisiensi, transparansi, kemandirian, akuntabilitas, of professionalism, efficiency, transparency,
pertanggungjawaban serta kewajaran. independence, accountability, responsibility and
fairness.
d. Melakukan pembagian tugas diantara Anggota d. Carry out division of duties among the Board
Dewan Komisaris terkait dengan pelaksanaan fungsi of Commissioners members related to the
pengawasan. implementation of the supervisory function.
e. Mengawasi investasi yang dilakukan oleh Perseroan. e. Supervise investments made by the Company.
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 keluhan g. Follow up on suggestions, issues or complaints
yang disampaikan langsung kepada Dewan submitted directly to the Board of Commissioners.
Komisaris.
h. Melakukan pengawasan dan pengukuran atas h. Monitor and measure the compliance of the Board
kepatuhan Direksi terhadap peraturan perundang- of Directors with the statutory regulations and
undangan dan perjanjian dengan pihak ketiga. agreements with third parties.
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 Perseroan k. Monitor the effectiveness of the implementation of
termasuk memastikan ditaatinya kebijakan etika GCG in the Company and to ensure the compliance
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 RUPS m. Provide opinions and suggestions to the GMS
mengenai setiap persoalan lainnya yang dianggap regarding any other issues deemed important for the
penting bagi pengelolaan Perseroan. 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 besarnya and the amount of the proposed honorarium/fees
honorarium/imbal jasa yang diusulkan untuk for the External Auditor.
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 Perseroan. Company's assets.
q. Memastikan Direksi mengungkapkan informasi q. Ensure that the Board of Directors discloses
penting Perseroan 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 berlaku to other parties in accordance with applicable
secara tepat waktu, akurat, jelas dan objektif. statutory regulations in a timely, accurate, clear 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 yang of Commissioners in accordance with applicable
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
bertanggung jawab: Commissioners is responsible to:
• Melakukan pengawasan dan memberikan nasihat • Supervise and provide advice to the Board of
kepada Direksi dalam melaksanakan pengurusan Directors in carrying out the management of
Perseroan dengan itikad baik, kehati-hatian dan the Company in good intention, prudence and
bertanggungjawab. responsibility.
• Memberikan pendapat dan saran kepada Direksi • Provide opinions and suggestions to the Board
dan segenap jajarannya berkaitan dengan of Directors and all of its ranks related to the
pengurusan Perseroan. management of the Company.
• Memberikan pendapat dan saran kepada Direksi • Provide opinions and suggestions to the Board
berkaitan dengan penyusunan Visi dan Misi serta of Directors relating to the preparation of the
rencana-rencana strategis Perseroan lainnya Vision and Mission and other strategic plans
seperti yang diatur dalam Anggaran Dasar. of the Company as stipulated in the Articles of
Association.
• Melakukan penelitian dan penelaahan atas • Conduct research and review of the Board of
laporan-laporan Direksi. Directors reports.
• Melakukan penilaian terhadap kinerja Direksi. • Assess the performance of the Board of Directors.
• Meneliti dan menelaah laporan-laporan dari • Research and examine reports from committees
komite-komite yang ada di bawah Dewan under the Board of Commissioners.
Komisaris.

• Mengikuti perkembangan kegiatan Perseroan baik • Follow the development of the Company's
dari informasi-informasi internal yang disediakan activities both from internal information provided
oleh Perseroan maupun dari informasi-informasi by the Company and from external information
eksternal yang berasal dari media maupun dari coming from the media or from other sources.
sumber-sumber lainnya.
• Melakukan usaha-usaha untuk memastikan • Make efforts to ensure that the Board of Directors
bahwa Direksi dan jajarannya telah mematuhi and its ranks have complied with statutory
ketentuan perundang-undangan, Anggaran Dasar provisions, the Company's Articles of Association,
Perusahaan, serta peraturan-peraturan lainnya and other regulations in managing the Company.
dalam mengelola Perseroan.
b. Setiap anggota Dewan Komisaris ikut bertanggung b. Each member of the Board of Commissioners
jawab secara pribadi dan secara tanggung renteng is personally and jointly liable if the Board of
apabila Dewan Komisaris bersalah atau lalai Commissioners is guilty or negligent in carrying out
menjalankan tugasnya sehingga menyebabkan its duties, causing loss to the Company.
kerugian Perseroan.
c. Anggota Dewan Komisaris tidak dapat c. Members of the Board of Commissioners cannot
dipertanggung jawabkan atas kerugian Perseroan be held responsible for the Company's losses as
sebagaimana dimaksud pada huruf (b) di atas referred to in letter (b) above if they can prove:
apabila dapat membuktikan:
• telah melakukan pengawasan dengan itikad baik • has conducted supervision in good intention and
dan kehati-hatian untuk kepentingan Perseroan prudence for the interests of the Company and in
dan sesuai dengan maksud dan tujuan Perseroan; accordance with the aims and objectives of the
Company;
• tidak mempunyai kepentingan pribadi baik • does not have personal interests either directly
langsung maupun tidak langsung atas tindakan or indirectly over the management actions of the
pengurusan Direksi yang mengakibatkan Board of Directors which results in losses;
kerugian;
• telah memberikan nasihat kepada Direksi untuk • has given advice to the Board of Directors to
mencegah timbul atau berlanjutnya kerugian prevent losses from arising or continuing.
tersebut.
Pembidangan Tugas Dewan Komisaris Division of Duties of the Board of Commissioners

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

No
Name Position Field Of Duties
1 Iswan Elmi PH Komisaris Utama Melaksanakan tugas pengawasan dan pemberian arahan kepada Direksi terhadap
Acting President pengurusan usaha Perseroan Bidang Pengembangan Usaha, Komersial, dan
Commissioner Kebijakan Manajemen Risiko.
Carry out supervisory duties and provide direction to the Board of Directors
for the management of the Company's business in the Field of Business
Development, Commercial, and Risk Management Policy.

Nama Jabatan Bidang Tugas

No
Name Position Field Of Duties
2 M. Harpin Ondeh Komisaris Melaksanakan tugas pengawasan dan pemberian arahan kepada Direksi terhadap
Commissioner pengurusan usaha Perseroan Bidang Operasi, Keamanan Bandara, Kebijakan
Nominasi & Remunerasi dan Good Coorporate Governance (GCG).
Carry out supervisory duties and provide direction to the Board of Directors regarding
the management of the Company's business in the Field of Operations, Airport
Security, Nomination & Remuneration Policy and Good Corporate Governance (GCG).
3 Mohamad Pramintohadi Komisaris Melaksanakan tugas pengawasan dan pemberian arahan kepada Direksi terhadap
Sukarno Commissioner pengurusan usaha Perseroan Bidang Pengembangan Kebandarudaraan, Bidang
Hukum dan Bidang Pemberdayaan Sumber Daya Manusia.
Carry out supervisory duties and provide direction to the Board of Directors for
the management of the Company's business in the Field of Airport Development,
the Legal Sector and the Empowerment of Human Capital.
4 Andus Winarno Komisaris Melaksanakan tugas pengawasan dan pemberian arahan kepada Direksi terhadap
Commissioner pengurusan usaha Perseroan Bidang Keuangan, Akuntansi dan Audit.
Carry out supervisory duties and provide direction to the Board of Directors for
the management of the Company's business in the Field of Financial, Accounting
and Audit businesses.
5 Dodi Iskandar Komisaris Melaksanakan tugas pengawasan dan pemberian arahan kepada Direksi terhadap
Commissioner pengurusan usaha Perseroan Bidang Teknologi Informasi, Aset Perusahaan dan
strategi pengembangan usaha makro.
Carry out supervisory duties and provide direction to the Board of Directors
for the management of the Company's business in the Field of Information
Technology, the Company's Assets and Macro Business Development Strategies.
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 Dewan Board Manual contains guidelines for the work procedures
Komisaris dan Direksi serta menjelaskan tahapan aktivitas of the Board of Commissioners and Board of Directors and
secara terstruktur, sistematis, mudah dipahami dan dapat explains the stages of activities in a structured, systematic,
dijalankan dengan konsisten, dapat menjadi acuan bagi easily understood and consistent manner, which can be
Dewan Komisaris dan Direksi dalam melaksanakan tugas a reference for the Board of Commissioners and Board of
masing-masing untuk mencapai Visi dan Misi Perseroan, Directors in carrying out their respective duties to achieve the
sehingga diharapkan akan tercapai standar kerja yang tinggi Company's Vision and Mission, so that high work standards
selaras dengan prinsip-prinsip GCG. are expected to be achieved in line with GCG principles.
Board Manual disusun berdasarkan prinsip-prinsip hukum The Board Manual is prepared based on the principles of
korporasi, ketentuan Anggaran Dasar, peraturan dan corporate law, the provisions of the Articles of Association,
ketentuan perundang-undangan yang berlaku, arahan applicable statutory regulations, the direction of the
Pemegang Saham serta praktik-praktik terbaik (best Shareholders and the best practices of Good Corporate
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 Perseroan, serta responsibilities in supervising the running of the Company,
memberikan nasihat kepada Direksi untuk kepentingan as well as providing advice to the Board of Directors for the
Perseroan sesuai dengan maksud dan tujuan Perseroan. interests of the Company in accordance with the aims and
objectives of the Company.

Penilaian Kinerja Komite-komite di bawah Dewan Performance Assessment of Committees under the
Komisaris Board of Commissioners
Dalam pelaksanaan tugasnya, Dewan Komisaris dibantu oleh In carrying out its duties, the Board of Commissioners is
2 (dua) Komite, yakni Komite Audit dan Komite Manajemen assisted by 2 (two) Committees, namely the Audit Committee
Risiko dan SDM. Dewan Komisaris menilai bahwa kedua and the Risk Management and HR Committee. The Board of
Komite ini telah melaksanakan tugasnya dengan baik. Commissioners assesses that both Committees have carried
out their duties properly.
Kriteria Dewan Komisaris Board of Commissioners Criteria

Anggota Dewan Komisaris telah memenuhi kriteria pemilihan Members of the Board of Commissioners have fulfilled the
berikut: following selection criteria:
1. Memiliki kemampuan dan integritas sehingga 1. Have the ability and integrity so that the
pelaksanaan fungsi pengawasan dan pemberian implementation of the supervisory function and
nasihat untuk kepentingan Perseroan dapat providing advice for the benefit of the Company can be
dilaksanakan dengan baik; carried out properly;
2. Memahami dan mematuhi anggaran dasar perusahaan 2. Understand and comply with the Articles of Association
dan peraturan perundang-undangan yang berkaitan of the Company and the statutory regulations relating
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 tugas- 6. Have a good reputation in carrying out previous duties;
tugas sebelumnya;
7. Memiliki akhlak dan moral yang baik; 7. Have a good character and morals;
8. Mampu melaksanakan tindakan hukum; 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 sebelum prior to the election;
pemilihan;
10. Tidak pernah dihukum karena melakukan tindak 10. Never been convicted of committing a criminal act
pidana dalam waktu 5 (lima) tahun sebelum pemilihan. within 5 (five) years before the election.
Program Pengenalan dan Pelatihan Dewan Orientation and Training Program of the Board of
Komisaris Commissioners
Pada tahun 2019 terdapat pengangkatan Anggota Dewan In 2019, there were appointments of new Members of the Board
Komisaris baru yakni Andus Winarno dan Dodi Iskandar. of Commissioners, namely Andus Winarno and Dodi Iskandar.
Nama Terhitung Mulai Tanggal Nomor SK

No
Name Starting Date Decree No.
1 Andus Winarno 1 Februari 2019 | February 1, 2019 SK-37/MBU/02/2019
2 Dodi Iskandar 11 Februari 2019 | February 11, 2019 SK-48/MBU/02/2019
Pengenalan bagi Anggota Dewan Komisaris telah Orientation for Members of the Board of Commissioners was
dilaksanakan pada tanggal 19 Februari 2019 bertempat di held on February 19, 2019 at Wijayakusuma Meeting Room 6th

RR. Wijayakusuma Lantai 6 Gd. 600 PT Angkasa Pura II Floor Gd. 600 of PT Angkasa Pura II (Persero).
(Persero).
Tanggal Tempat
Date Place
Selasa, 19 Februari 2019 RR. Wijayakusuma Lantai 6 Gd. 600 PT Angkasa Pura II (Persero)
Tuesday, February 19, 2019 Wijayakusuma Meeting Room 6th Floor Gd. 600 of PT Angkasa Pura II (Persero)
Selama tahun 2019, Anggota Dewan Komisaris telah Through 2019, Members of the Board of Commissioners
mengikuti Pelatihan Pengembangan Kompetensi. Informasi have participated in Competency Development Training.
mengenai pengembangan kompetensi Dewan Komisaris Information on the competency development of the Board of
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 dapat Information on concurrent positions of the Board of
dilihat pada Bab Profil Perusahaan, pada Bagian Profil Dewan Commissioners can be seen in Company Profile Chapter, in
Komisaris. the Board of Commissioners Profile Section.
Pelaksanaan Tugas dan Tanggung Jawab Dewan Implementation of Duties and Responsibilities of
Komisaris Tahun 2019 the Board of Commissioners in 2019
Dalam melakukan mekanisme proses pengawasan dan In carrying out the mechanism of the process of supervision
pemberian arahan serta nasihat kepada Direksi dalam and the provision of direction and advice to the Board of
pengelolaan dan pengurusan Perseroan, Dewan Komisaris Directors in the management of the Company, the Board
berpedoman pada peraturan perundang-undangan of Commissioners is guided by the applicable statutory
dan ketentuan internal Perseroan yang berlaku. Proses regulations and the internal provisions of the Company.
pengawasan ini adalah untuk memastikan tercapainya target This supervision process is to ensure the achievement of
kinerja yang telah ditetapkan sehingga mampu memberikan predetermined performance targets so as to be able to provide
imbal jasa yang memuaskan bagi Pemegang Saham dan Para satisfactory services for Shareholders and other Stakeholders.
Pemangku Kepentingan lainnya.
Pelaksanaan tugas pengawasan Dewan Komisaris selama The implementation of the Board of Commissioners
tahun 2019 meliputi: supervisory duties throughout 2019 includes:
Uraian Kegiatan Tujuan Sasaran

No
Description of Activities Objectives Targets
1 Dewan Komisaris bersama- 1. Pembahasan Laporan Manajemen tahun 2018 (Unaudited); Evaluasi Kinerja Perusahaan
sama dengan Direksi melakukan 2. Selanjutnya Dewan Komisaris memberikan tanggapan atas Tahun 2018
pembahasan pada tanggal 24 Laporan Manajemen Audited Tahun 2018 memalui surat 2018 Corporate Performance
Januari 2019 Nomor CO.02.02.03/00/04/2019/0118 Evaluation
The Board of Commissioners 1. Discussion on 2018 Management Report (Unaudited);
together with the Board of Directors 2. Furthermore, the Board of Commissioners responded to
had a discussion on January 24, the 2018 Audited Management Report through letter No.
2019 CO.02.02.03/00/04/2019/0118
2 Dewan Komisaris Bersama-sama Dewan Komisaris bersama-sama dengan Direksi mengadakan 12 Pengawasan terhadap
dengan Direksi melakukan Rapat kali Rapat sepanjang tahun 2019 yakni tanggal: Pelaksanaan RKAP Tahun 2019
pembahasan bulanan 1. 24 Januari 2019. Supervision towards the 2019
The Board of Commissioners 2. 19 Februari 2019. RKAP Implementation
together with the Board of Directors 3. 20 Maret 2019.
conduct monthly discussion 4. 22 April 2019.
meetings 5. 24 Mei 2019.


No
6. 26 Juni 2019.
7. 30 Juli 2019.
8. 26 Agustus 2019.
9. 23 September 2019.
10. 15 Oktober 2019.
11. 26 November 2019.
12. 18 Desember 2019.
Informasi detail mengenai Agenda Rapat akan dijabarkan pada

bagian Rapat Dewan Komisaris.
The Board of Commissioners together with the Board of Directors

held 12 meetings throughout 2019 on:
1. January 24, 2019
2. February 19, 2019
3. March 20, 2019
4. April 22, 2019
5. May 24, 2019
6. June 26, 2019
7. July 30, 2019
8. August 26, 2019
9. September 23, 2019
10. October 15, 2019
11. November 26, 2019
12. December 18, 2019
Detailed information on the Meeting Agenda will be explained in

the Board of Commissioners Meetings section.
3 Dewan Komisaris memberikan Surat Dewan Komisaris Nomor CO.08.03/00/12/2019/0456 Pengawasan terhadap
Arahan atas Kebijakan dan Proses tanggal 31 Desember 2019 perihal Arahan Dewan Komisaris Pengelolaan Risiko Perusahaan
Manajemen Risiko atas Kebijakan dan Proses Manajemen Risiko di Lingkungan PT Supervision towards the
The Board of Commissioners Angkasa Pura II Tahun 2019. Company’s Risk Management
provides Direction on Risk Board of Commissioners Letter No. CO.08.03/00/12/2019/0456
Management Policies and dated December 31, 2019 on the Direction of the Board of
Processes Commissioners towards Risk Management Policies and Processes
at PT Angkasa Pura II in 2019.
4 Dewan Komisaris memberikan 1. Surat Dewan Komisaris Nomor CO.16.01/00/05/2019/0167 Pengawasan Terhadap
Arahan atas Efektifitas Audit tanggal 24 Mei 2019 perihal Penguatan Satuan Pengawasan Efektifitas Audit Eksternal dan
Eksternal dan Audit Internal serta Internal (SPI) PT Angkasa Pura II. Audit Internal serta Efektifitas
Efektifitas Tata Kelola Perusahaan 2. Surat Dewan Komisaris Nomor CO.01.01/00/11/2019/0405 Tata Kelola Perusahaan yang
yang Baik tanggal 26 November 2019 perihal Arahan Dekom untuk Baik
The Board of Commissioners Peningkatan Pengendalian Internal Perseroan Supervision of the Effectiveness
provides Direction on the 3. Surat Dewan Komisaris Nomor CO.16.01/00/12/2019/0421 of External Audit and Internal
Effectiveness of External Audit and tanggal 3 Desember 2019 perihal Tanggapan Dekom atas Audit and the Effectiveness of
Internal Audit and the Effectiveness Kinerja SPI PT Angkasa Pura II s.d Triwulan III 2019 Good Corporate Governance
of Good Corporate Governance 1. Board of Commissioners Letter No. CO.16.01/00/05/2019/0167
dated May 24, 2019 on Strengthening the Internal Control Unit
(SPI) of PT Angkasa Pura II.
2. Board of Commissioners Letter No. CO.01.01/00/11/2019/0405
dated November 26, 2019 on the Direction of the Board of
Commissioners to Improve the Company's Internal Control
dated December 3, 2019 on the Feedback of the Board of
Commissioners towards the SPI Performance of PT Angkasa
Pura II from the Second Quarter to Third Quarter of 2019
5 Dewan Komisaris memberikan 1. Surat Dewan Komisaris Nomor CO.02.03/00/03/2019/0080 Pengawasan Program-Program
Tanggapan kepada Direksi atas tanggal 20 Maret 2019 tentang Tanggapan dan Saran Dekom Strategis
Program-Program Strategis atas Permohonan Persetujuan Rencana Pembelian Saham Supervision on Strategic
The Board of Commissioners baru PT Gapura Angkasa; Programs
provides feedback to the Directors 2. Surat Dewan Komisaris Nomor CO.03.09/00/04/2019/0104
on Strategic Programs tanggal 10 Maret 2019 tentang Sosialisasi Holding BUMN
Sarana & Prasarana Perhubungan Udara


No
3. Surat Dewan Komisaris Nomor CO.08.03.01/00/06/2019/0214

tanggal 30 Juni 2019 tentang Tanggapan Dekom atas Tindak
Lanjut Permohonan Persetujuan RUPS PT Angkasa Pura II pada
Program Kemitraan Strategis Bandara Internasional Kualanamu;
4. Surat Dewan Komisaris Nomor CO.04.04/00/07/2019/0243
tanggal 30 Juni 2019 tentang Tanggapan dan Saran Dewan
Komisaris atas Pembelian Saham PT BIJB.
tanggal 23 September 2019 tentang Tanggapan dan
Rekomendasi Dewan Komisaris atas Kebijakan Pengelolaan
Anak Usaha (Subsidiaries) PT Angkasa Pura II.
6. Surat Dewan Komisaris Nomor CO.15.03.01/00/08/2019/0327
tanggal 30 September 2019 tentang Tanggapan Dewan
Komisaris atas Konversi Shareholder Loan dan Penambahan
Modal Pada Railink.
tanggal 1 November 2019 tentang Tanggapan Dekom atas
Rencana KSP BMN 3 Bandara.
tanggal 20 November 2019 tentang Tanggapan Dekom atas
Usulan Manajemen terkait Pengelolaan dan Rencana Investasi
Bandara Halim Perdanakusuma.
tanggal 31 Desember 2019 tentang Tanggapan Dewan
Komisaris atas Usulan Rencana Penarikan Pendanaan
Eksternal Tahun 2020

dated March 20, 2019 on Feedback and Suggestions of
the Board of Commissioners regarding the Application for
Approval of the Plan to Purchase New Shares of PT Gapura
Angkasa;
dated March 10, 2019 on the SOEs Holdings Socialization of Air
Transportation Facilities & Infrastructure;
3. Board of Commissioners Letter No.
CO.08.03.01/00/06/2019/0214 dated June 30, 2019 on the
Feedback of the Board of Commissioners on the Follow-Up on
GMS Approval Request of PT Angkasa Pura II on the Strategic
Partnership Program of Kualanamu International Airport;
dated June 30, 2019 on the Feedback and Suggestions of the
Board of Commissioners on the Purchase of PT BIJB Shares.
dated September 23, 2019 on the Feedback and
Recommendations of the Board of Commissioners on the
Subsidiaries Management Policy of PT Angkasa Pura II.
6. Board of Commissioners Letter No.
CO.15.03.01/00/08/2019/0327 dated September 30, 2019 on
the Feedback of the Board of Commissioners on Conversion of
Shareholders Loan and Capital Addition to Railink.
dated November 1, 2019 on the Feedback of the Board of
Commissioners towards the Cooperation for Utilization Plan
(KSP) of BMN 3 Airport.
dated November 20, 2019 regarding the Feeback of the Board
of Commissioners towards the Management's Proposal
related to the Management and Investment Plan of Halim
Perdanakusuma Airport.
dated December 31, 2019 on the Feedback of the Board of
Commissioners towards the Proposed External Funding
Withdrawal Plan for 2020.


No
6 Dewan Komisaris Bersama-sama 1. Rapat BOC – Komite Audit & MRS Rapat Dewan Komisaris
dengan Direksi dan Komite Audit & a. 24 Januari 2019 Board of Commissioners
Komite Risiko Manajemen dan SDM b. 19 Februari 2019 Meetings
melakukan Rapat pembahasan c. 20 Maret 2019
pada setiap bulan d. 22 April 2019
The Board of Commissioners e. 24 Mei 2019
together with the Board of Directors f. 26 Juni 2019
and the Audit Committee & the Risk g. 30 Juli 2019
Management and HR Committee h. 26 Agustus 2019
conduct a monthly discussion i. 23 September 2019
meeting j. 15 Oktober 2019
k. 26 November 2019
l. 18 Desember 2019
2. Rapat Gabungan Dewan Komisaris-Direksi

Dewan Komisaris bersama-sama dengan Direksi mengadakan
12 kali Rapat sepanjang tahun 2019 yakni tanggal:
a. 24 Januari 2019
b. 19 Februari 2019
c. 20 Maret 2019
d. 22 April 2019
e. 24 Mei 2019
f. 26 Juni 2019
g. 30 Juli 2019
h. 26 Agustus 2019
i. 23 September 2019
j. 15 Oktober 2019
k. 26 November 2019
l. 18 Desember 2019
1. Meetings of BOC – Audit Committee & Risk Management

& HR Committee
a. January 24, 2019
b. February 19, 2019
c. March 20, 2019
d. April 22, 2019
e. May 24, 2019
f. June 26, 2019
g. July 30, 2019
h. August 26, 2019
i. September 23, 2019
j. October 15, 2019
k. November 26, 2019
l. December 18, 2019
2. Joint Meetings of the Board of Commissioners –

Board of Directors
The Board of Commissioners together with the Board of
Directors held 12 meetings throughout 2019 on:
a. January 24, 2019
b. February 19, 2019
c. March 20, 2019
d. April 22, 2019
e. May 24, 2019
f. June 26, 2019
g. July 30, 2019
h. August 26, 2019
i. September 23, 2019
j. October 15, 2019
k. November 26, 2019
l. December 18, 2019


No
7 Dewan Komisaris melakukan Selama tahun 2019, Dewan Komisaris melakukan kunjungan kerja Kunjungan Kerja
Kunjungan Kerja sebanyak 21 kali ke wilayah kerja Perseroan, sebagai berikut: Work Visits
The Board of Commissioners
conducts Work Visits No. Tanggal Tempat
1 3-4 Januari 2019 Bandara Wirasaba

2 16-17 Februari 2019 PGK – Pangkal Pinang
3 22-23 Maret 2019 PGK – Pangkal Pinang
4 6-7 April 2019 PDG – Padang
5 7-9 April 2019 PKY – Palangkaraya
6 2-3 Mei 2019 PNK – Pontianak
7 2-5 Mei 2019 PGK – Pangkal Pinang
8 3-4 Mei 2019 KNO – Kualanamu
9 12-13 Mei 2019 PLM – Palembang
10 26-27 Juni 2019 PKU – Pekan Baru
11 29-30 Juni 2019 PKU – Pekan Baru
12 2-3 Agustus 2019 BDO – Bandung
13 9-10 Agustus 2019 DJB – Jambi
14 5-6 September 2019 KJT – Kertajati
15 26-27 Oktober 2019 KNO – Kualanamu
16 27-28 Oktober 2019 DTB – Silangit
17 4-5 November 2019 Bandara Sultan Iskandar Muda –
Banda Aceh
18 8-9 November 2019 PLM – Palembang
19 12-13 November TNJ – Tanjung Pinang
20 2019 PKU – Pekan Baru
29 November-
21 1 Desember 2019 PGK – Pangkal Pinang
24-26 Desember2019
Throughout 2019, the Board of Commissioners conducted 21

work visits to the Company’s working areas, as follows:
No. Date Place
1 January 03-04, 2019 Wirasaba Airport

2 February 16-17, 2019 PGK – Pangkal Pinang
3 March 22-23, 2019 PGK – Pangkal Pinang
4 April 6-7, 2019 PDG – Padang
5 April 7-9, 2019 PKY – Palangkaraya
6 May 2-3, 2019 PNK – Pontianak
7 May 2-5, 2019 PGK – Pangkal Pinang
8 May 3-4, 2019 KNO – Kualanamu
9 May 12-13, 2019 PLM – Palembang
10 June 26-27, 2019 PKU – Pekan Baru
11 June 29-30, 2019 PKU – Pekan Baru
12 August 2-3, 2019; BDO – Bandung
13 August 9-10, 2019 DJB – Jambi
14 September 5-6, 2019 KJT – Kertajati
15 October 26-27, 2019 KNO – Kualanamu
16 October 27-28, 2019 DTB – Silangit
17 November 4-5, 2019 Sultan Iskandar Muda Airport –
Banda Aceh
18 November 8-9, 2019 PLM – Palembang
19 November 12-13, 2019 TNJ – Tanjung Pinang
20 November 29 - PKU – Pekan Baru
December 1, 2019
21 December 24-26, 2019 PGK – Pangkal Pinang

Benturan Kepentingan Conflicts of Interest

Dalam upayanya meminimalkan terjadinya benturan In an effort to minimize the occurrence of conflicts of interest,
kepentingan, setiap anggota Dewan Komisaris wajib each member of the Board of Commissioners is required to
membuat Daftar Khusus yang memuat informasi mengenai make a Special Register that contains information on the
kepemilikan sahamnya dan/atau keluarganya di Angkasa ownership of shares and/or his families in Angkasa Pura
Pura II maupun di perusahaan lain. Daftar tersebut disimpan II as well as in other companies. The register is kept and
dan diadministrasikan oleh Sekretaris Dewan Komisaris. administered by the Secretary to the Board of Commissioners.
Hingga 31 Desember 2019, seluruh Anggota Dewan Komisaris As of December 31, 2019, all Members of the Board of
tidak memiliki saham di Angkasa Pura II. Commissioners did not own any shares in Angkasa Pura II.
Keputusan dan Rekomendasi Dewan Komisaris Decisions and Recommendations of the Board of
Commissioners
Seluruh keputusan hasil gabungan Dewan Komisaris dan All joint decisions by the Board of Commissioners and Board
Direksi yang tertuang dalam Notulen Rapat dimonitor tindak of Directors stated in the Minutes of the Meeting are monitored
lanjut penyelesaiannya pada setiap Rapat berikutnya. for the follow-up to the resolution at each subsequent meeting.
Dewan Komisaris menjalankan tugas dan fungsinya The Board of Commissioners carries out its duties and functions
dalam pemberian nasihat, antara lain melalui pemberian in providing advice, including through the provision of
rekomendasi Dewan Komisaris kepada Direksi. Sekretaris recommendations from the Board of Commissioners to the
Dewan Komisaris ditugaskan untuk memonitor pelaksanaan Board of Directors. The Secretary to the Board of Commissioners
keputusan dan rekomendasi Dewan Komisaris. is assigned to monitor the implementation of the decisions and
recommendations of the Board of Commissioners.
Hingga 31 Desember 2019, Dewan Komisaris mengeluarkan Until December 31, 2019, the Board of Commissioners issued
Surat Keputusan Dewan Komisaris sebagai berikut: a Decree of the Board of Commissioners as follows:
Surat Keputusan Tanggal Tentang

No
Decree Date About
1 Keputusan Dewan Komisaris Perusahaan 01 Februari 2019 Perubahan atas Keputusan Dewan Komisaris PT Angkasa Pura II
Perseroan (Persero) PT Angkasa Pura II February 1, 2019 (Persero) Nomor: KEP.03.03/00/07/2016/0447 Tanggal 14 Juli 2016
Nomor: KEP.03.03/00/02/2019/0016 Tentang Pemberhentian dan Pengangkatan Ketua dan Wakil Ketua
Decree of the Board of Commissioners of Komite Audit PT Angkasa Pura II (Persero)
PT Angkasa Pura II (Persero) Amendment to the Decision of the Board of Commissioners of PT
No: KEP.03.03/00/02/2019/0016 Angkasa Pura II (Persero) No: KEP.03.03/00/07/2016/0447 dated July
14, 2016 on the Dismissal and Appointment of the Chairman and Vice
Chairman of the Audit Committee of PT Angkasa Pura II (Persero)
2 Keputusan Dewan Komisaris Perusahaan 11 Februari 2019 Pembagian Tugas Dewan Komisaris Perusahaan Perseroan (Persero)
Perseroan (Persero) PT Angkasa Pura II February 11, 2019 PT Angkasa Pura II
Nomor: KEP.03.01/00/02/2019/0015 Division of Duties of the Board of Commissioners of PT Angkasa Pura
Decree of the Board of Commissioners of II (Persero)
No: KEP.03.01/00/02/2019/0015
3 Keputusan Dewan Komisaris Perusahaan 19 Februari 2019 Pembagian Tugas Perwakilan Bandar Udara Dewan Komisaris
Perseroan (Persero) PT Angkasa Pura II February 19, 2019 Perusahaan Perseroan (Persero) PT Angkasa Pura II
Nomor: KEP.03.01/00/02/2019/0040 Division of Duties of Airport Representatives of the Board of
Decree of the Board of Commissioners of Commissioners of PT Angkasa Pura II (Persero)
No: KEP.03.01/00/02/2019/0040
4 Keputusan Dewan Komisaris Perusahaan 27 Maret 2019 Penunjukan Pelaksana Harian (PH) Komisaris Utama Perusahaan
Perseroan (Persero) PT Angkasa Pura II March 27, 2019 Perseroan (Persero) PT Angkasa Pura II
Nomor: KEP.01.03/00/03/2019/0083 Appointment of the Acting President Commissioner of PT Angkasa
Decree of the Board of Commissioners of Pura II (Persero)
No: KEP.01.03/00/03/2019/0083

Surat Keputusan Tanggal Tentang

No
Decree Date About
5 Keputusan Dewan Komisaris Perusahaan 09 April 2019 Pemberhentian dan Pengangkatan Sekretaris Dewan Komisaris
Perseroan (Persero) PT Angkasa Pura II April 9, 2019 Perusahaan Perseroan (Persero) PT Angkasa Pura II
Nomor: KEP.03.03/00/04/2019/0098 Dismissal and Appointment of Secretary to the Board of
Decree of the Board of Commissioners of Commissioners of PT Angkasa Pura II (Persero)
No: KEP.03.03/00/04/2019/0098
6 Keputusan Dewan Komisaris Perusahaan 24 Mei 2019 Penunjukan Pelaksana Harian (PH) Direktur SDM, UMUM dan
Perseroan (Persero) PT Angkasa Pura II May 24, 2019 Teknologi Informasi Perusahaan Perseroan (Persero) PT Angkasa
Nomor: KEP.01.03/00/05/2019/0175 Pura II
Decree of the Board of Commissioners of Appointment of the Acting Director of Human Capital, General Affairs
PT Angkasa Pura II (Persero) and Information Technology of PT Angkasa Pura II (Persero)
No: KEP.01.03/00/05/2019/0175
7 Keputusan Dewan Komisaris Perusahaan 27 Mei 2019 Penunjukan Pelaksana Harian (PH) Komisaris Utama Perusahaan
Perseroan (Persero) PT Angkasa Pura II May 27, 2019 Perseroan (Persero) PT Angkasa Pura II
No: KEP.01.03/00/05/2019/0181
8 Keputusan Dewan Komisaris Perusahaan 24 Juni 2019 Penunjukan Pelaksana Harian (PH) Direktur SDM, UMUM dan
Perseroan (Persero) PT Angkasa Pura II June 24, 2019 Teknologi Informasi Perusahaan Perseroan (Persero) PT Angkasa
Nomor: KEP.01.03/00/06/2019/0204 Pura II
Decree of the Board of Commissioners of Appointment of the Acting Director of Human Capital, General Affairs
PT Angkasa Pura II (Persero) and Information Technology of PT Angkasa Pura II (Persero)
No: KEP.01.03/00/06/2019/0204
9 Keputusan Dewan Komisaris Perusahaan 30 Juli 2019 Pengangkatan Periode kedua Anggota Komite Audit Perusahaan
Perseroan (Persero) PT Angkasa Pura II July 30, 2019 Perseroan (Persero) PT Angkasa Pura II
Nomor: KEP.03.03/00/07/2019/0245 Appointment for the 2nd Period of the Audit Committee Members of
Decree of the Board of Commissioners of PT Angkasa Pura II (Persero)
No: KEP.03.03/00/07/2019/0245
10 Keputusan Dewan Komisaris Perusahaan 20 November 2019 Penunjukan Pelaksana Harian (PH) Komisaris Utama Perusahaan
Perseroan (Persero) PT Angkasa Pura II November 20, 2019 Perseroan (Persero) PT Angkasa Pura II
No: KEP.01.03/00/11/2019/0406
11 Keputusan Dewan Komisaris Perusahaan 26 November 2019 Pengangkatan Wakil Ketua Komite Audit Perusahaan Perseroan
Perseroan (Persero) PT Angkasa Pura II November 26, 2019 (Persero) PT Angkasa Pura II
Nomor: KEP.01.03/00/11/2019/0407 Appointment of the Vice Chairman of the Audit Committee of PT
Decree of the Board of Commissioners of Angkasa Pura II (Persero)
No: KEP.01.03/00/11/2019/0407
12 Keputusan Dewan Komisaris Perusahaan 31 Desember 2019 Pengangkatan Periode kedua Anggota Komite Manajemen Risiko dan
Perseroan (Persero) PT Angkasa Pura II December 31, 2019 SDM Perusahaan Perseroan (Persero) PT Angkasa Pura II
Nomor: KEP.03.03/00/12/2019/0453 Appointment of the 2nd Period of the Risk Management and HR
Decree of the Board of Commissioners of Committee Members of PT Angkasa Pura II (Persero)
No: KEP.03.03/00/12/2019/0453
Realisasi Anggaran Dewan Komisaris Realized Budget of the Board of Commissioners

Sebagaimana tercantum dalam RKAP tahun 2019, Dewan As stated in the 2019 RKAP, the Board of Commissioners
Komisaris mendapat anggaran sebesar Rp22.094.309.810,- received a budget of Rp22,094,309,810.

Komisaris Independen
Independent Commissioners
Perseroan memiliki Komisaris Independen. Organ Dewan The Company has Independent Commissioners. Organ of the
Komisaris yang memiliki kewenangan dalam ranah Board of Commissioners who has the authority in the realm
pengawasan dan pemberian saran dituntut untuk selalu of supervision and providing advice is demanded to always
bersikap independen dan dapat menempatkan tujuan- be independent and can put the objectives of GCG above the
tujuan GCG di atas kepentingan yang ada. Untuk mencegah existing interests. To prevent conflicts of interest in the Board
terjadinya benturan kepentingan (conflict of interest) di tubuh of Commissioners body, the applicable statutory regulations
Dewan Komisaris maka peraturan perundang-undangan require companies to present an Independent Commissioner
yang berlaku mewajibkan perusahaan untuk menghadirkan in the composition of these organs.
Komisaris Independen di dalam susunan organ tersebut.
Susunan anggota Dewan Komisaris terdiri dari 5 (lima) The composition of the Board of Commissioners consists
orang anggota dengan 2 (dua) anggota sebagai Komisaris of 5 (five) members with 2 (two) members as Independent
Independen. Komposisi Komisaris Independen di Perseroan Commissioners. The composition of Independent
telah memenuhi ketentuan Peraturan Menteri Negara Commissioners in the Company has complied with the
BUMN Nomor PER-09/MBU/2012 tentang Perubahan atas provisions of State Minister of SOEs Regulation No. PER-09/
Peraturan Menteri Negara BUMN Nomor PER-01/MBU/2011 MBU/2012 on the Amendment to the State Minister of SOEs
Tentang Penerapan Tata Kelola Perusahaan Yang Baik (Good Regulation No. PER-01/MBU/2011 on the Implementation
Corporate Governance) pada Badan Usaha Milik Negara. of Good Corporate Governance in State-Owned Enterprises
Yang menerangkan bahwa 20% komposisi Dewan Komisaris which explains that 20% of the composition of the Board of
berasal dari independen. Commissioners should be independent.
Kriteria Penentuan Komisaris Independen Criteria of the Independent Commissioners

Determination
Komisaris Independen merupakan anggota Komisaris Independent Commissioners are members of the Board of
yang berasal dari luar Perseroan (tidak memiliki hubungan Commissioners who come from outside the Company (not
afiliasi dengan perusahaan) yang dipilih secara transparan affiliated with the company) who are chosen transparently
dan independen, memiliki integritas dan kompetensi yang and independently, have adequate integrity and competence,
memadai, bebas dari pengaruh yang berhubungan dengan are free from influences related to personal interests or other
kepentingan pribadi atau pihak lain, serta dapat bertindak parties, and can act objectively and independent based on
secara objektif dan independen dengan berpedoman pada GCG principles.
prinsip-prinsip GCG.
Keberadaan Komisaris Independen di Perseroan senantiasa The existence of Independent Commissioners in the
menjamin mekanisme pengawasan berjalan secara efektif dan Company always ensures that the supervision mechanism
sesuai dengan peraturan perundang-undangan. Perseroan runs effectively and in accordance with the statutory
menerapkan kriteria Anggota Komisaris Independen. Kriteria regulations. The Company applies the criteria of Independent
Komisaris Independen adalah sebagai berikut: Commissioners Members. Criteria for Independent
Commissioners are as follows:
1. Tidak menjabat sebagai Direksi di perusahaan 1. Not serving as a Board of Directors in any affiliated
terafiliasi; companies;
2. Tidak bekerja pada Pemerintah termasuk di 2. 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;

3. Tidak bekerja di BUMN yang bersangkutan atau 3. Not working for the relevant SOEs or its affiliates within
afiliasinya dalam kurun waktu tiga tahun terakhir; the last three years;
4. Tidak mempunyai keterkaitan finansial, baik 4. Has no financial links, either directly or indirectly with
langsung maupun tidak langsung dengan BUMN yang the relevant SOEs or the company providing services
bersangkutan atau perusahaan yang menyediakan and products to the relevant SOEs and its affiliates;
jasa dan produk kepada BUMN yang bersangkutan dan
afiliasinya;
5. Bebas dari kepentingan dan aktivitas bisnis atau 5. 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 yang ability of Independent Commissioners who come from
berasal dari kalangan di luar BUMN yang bersangkutan outside the relevant SOEs to act or think freely within
untuk bertindak atau berpikir secara bebas di lingkup the scope of SOEs.
BUMN.
Komisaris Independen di PT Angkasa Pura II (Persero) per 31 Independent Commissioner of PT Angkasa Pura II (Persero)
Desember 2018 adalah Harpin Ondeh. as of December 31, 2018 was Harpin Ondeh.
Pernyataan Independensi Komisaris Independen Independence Statement of the Independent

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

Surat Pernyataan Independensi Dewan Komisaris

Independence Statement Letter of the Board of Commissioners

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 represent
mewakili untuk dan atas nama Perseroan. Direksi for and on behalf of the Company. The Board of Directors is
bertanggung jawab penuh dalam melaksanakan tugasnya fully responsible for carrying out its duties for the benefit of
untuk kepentingan Perseroan dalam mencapai visi dan the Company in achieving its vision and mission. The Board
misi. Direksi juga menjadi kunci bagi keberlangsungan of Directors is also the key to the continuity of the Company's
aktivitas serta operasional Perseroan, memastikan kinerja activities and operations, ensuring optimal performance
optimal dan nilai tambah optimal bagi Pemegang Saham. and optimal added value for Shareholders. Each member of
Tiap-tiap anggota Direksi dapat melaksanakan tugas dan the Board of Directors can carry out their duties and make
mengambil keputusan sesuai dengan pembagian tugas dan decisions in accordance with the division of duties and
wewenangnya. 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 the
sebagai berikut: following composition:
Nama Jabatan Dasar Pengangkatan Lulus Fit & Proper Test

Name Position Basis of Appointment Pass the Fit & Proper Test
Muhammad
Awaluddin
Direktur Utama
President Director
Surat Keputusan Menteri BUMN selaku Pemegang Saham PT Angkasa
Pura II Nomor: SK-227/MBU/09/2016 tanggal 9 September 2016.
✓
Minister of SOEs Decree as Shareholder of PT Angkasa Pura II No: SK-
227/MBU/09/2016 dated September 9, 2016.
Edwin Hidayat Wakil Direktur Utama

Keputusan Menteri BUMN selaku Rapat Umum Pemegang Saham
Perusahaan Perseroan PT Angkasa Pura II Nomor: SK-271/
✓
MBU/11/2019 tanggal 18 November 2019
Minister of SOEs Decree as the General Meeting of Shareholders of
PT Angkasa Pura II No: SK-271/MBU/11/2019 dated November 18, 2019
Djoko
Murjatmodjo
Direktur Teknik
✓
Daan Achmad Direktur Komersial

✓
Ituk Herarindri Direktur Operasi &

Pelayanan
✓
Director of Operations & Minister of SOEs Decree as Shareholder of PT Angkasa Pura II No: SK-
Services 227/MBU/09/2016 dated September 9, 2016.
Bayu
Rafisukmawan
Direktur Keuangan
Director of Finance
Keputusan Menteri BUMN Nomor: SK-188/MBU/08/2019 tanggal
26 Agustus 2019.
✓
Minister of SOEs Decree No: SK-188/MBU/08/2019 dated August
26, 2019.

Nama Jabatan Dasar Pengangkatan Lulus Fit & Proper Test

Name Position Basis of Appointment Pass the Fit & Proper Test
Ajar Setiadi Direktur Human Capital

Director of Human
26 Agustus 2019.
✓
Capital Minister of SOEs Decree No: SK-188/MBU/08/2019 dated August
26, 2019.
Armand
Hermawan
Direktur Transformasi dan
Portfolio Strategis
26 Agustus 2019.
✓
Director of Transformation Minister of SOEs Decree No: SK-188/MBU/08/2019 dated August
and Strategic Portfolio 26, 2019.
Semua anggota Direksi memiliki integritas, kompetensi, All members of the Board of Directors have the integrity,
reputasi dan pengalaman serta keahlian yang dibutuhkan competence, reputation, experience and expertise needed
dalam menjalankan fungsi dan tugasnya masing-masing. in carrying out their respective functions and duties. All Board
Seluruh Direksi telah memenuhi persyaratan yang terdapat of Directors have fulfilled the requirements contained in the
dalam Board Charter Angkasa Pura II. Board Charter of Angkasa Pura II.
Tugas dan Lingkup Tanggung Jawab Direksi Duties and Responsibilities of the Board
of Directors
Tugas dan Lingkup Tanggung jawab Direksi Perseroan sebagai Duties and Responsibilities of the Company’s Board of
berikut: Directors are as follows:
Nama Jabatan Tugas dan Tanggung Jawab

No
Name Position Duties and Responsibilities
1 Muhammad Awaluddin Direktur Utama Memimpin dan mengelola Perseroan sesuai dengan kepentingan dan tujuan
President Director Perseroan 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.
Lead and manage the Company in accordance with the interests and objectives
of the Company in planning, analyzing, formulating policies, fostering and
controlling non-directorate corporate activities such as internal audit,
corporate communication and safety & risk management and corporate
performance control.
2 Edwin Hidayat Wakil Direktur Utama 1. Merencanakan, menganalisis, merumuskan kebijakan, membina
Vice President Director penyelenggaraan, pengendalian progress investasi, masterpiece program,
program utama dan breakthrough program Angkasa Pura II;
2. Melakukan pembinaan kegiatan operasional Direktorat Transformasi &
Portofolio Strategis, Direktorat Komersial, dan Direktorat Human Capital;
3. Memberikan arahan dan saran-saran perbaikan dalam mengawal transformasi
perusahaan kepada seluruh Direktorat guna terciptanya proses transformasi
Perseroan yang berkesinambungan.
1. Plan, analyze, formulate policies, foster implementation, control investment
progress, masterpiece programs, main programs and breakthrough program of
Angkasa Pura II.
2. Conduct operational activities for the Directorate of Transformation & Strategic
Portfolio, Directorate of Commercial, and the Directorate of Human Capital;
3. Provide direction and suggestions for improvements in supervising the
transformation of the Company to all Directorates in order to create a
sustainable corporate transformation process.

Nama Jabatan Tugas dan Tanggung Jawab

No
Name Position Duties and Responsibilities
3 Bayu Rafisukmawan Direktur Keuangan Merencanakan, menganalisis, merumuskan kebijakan, membina

Director of Finance penyelenggaraan dan mengendalikan kegiatan perencanaan keuangan,
akuntansi, pengendalian anggaran, pajak, perbendaharaan, manajemen aset,
pengadaan, serta program kemitraan dan bina lingkungan (PKBL).
Plan, analyze, formulate policies, foster and control the activities of financial
planning, accounting, budget control, taxes, treasury, assets management,
procurement, as well as partnership and community development programs (PKBL)
4 Ajar Setiadi Direktur Human Capital Merencanakan, menganalisis, merumuskan kebijakan, membina
Director of Human penyelenggaraan dan mengendalikan kegiatan perencanaan, pelatihan &
Capital pengembangan Sumber Daya Manusia (SDM), dan pelayanan administrasi
dan umum
Plan, analyze, formulate policies, foster the organization and control of
planning, training & Human Capital (HC) development activities, and general and
administrative services
5 Armand Hermawan Direktur Transformasi Merencanakan, menganalisis, merumuskan kebijakan, membina

dan Portfolio Strategis penyelenggaraan dan mengendalikan kegiatan penyusunan strategi perusahaan,
Director of pengembangan bisnis bandar udara serta penyusunan program transformasi
Transformation and perusahaan.
Strategic Portfolio Plan, analyze, formulate policies, foster the implementation and control of
activities in the formulation of corporate strategy, airport business development
and preparation of corporate transformation programs.
6 Daan Achmad Direktur Komersial Merencanakan, menganalisis, merumuskan kebijakan, membina

Director of Commercial penyelenggaraan dan mengendalikan kegiatan bisnis aeronautika, bisnis non-
aeronautika, dan bisnis terminal kargo
Plan, analyze, formulate policies, foster the operations and control of
aeronautical business activities, non-aeronautical business, and cargo terminal
business
7 Djoko Murjatmodjo Direktur Teknik Merencanakan, menganalisis, merumuskan kebijakan, membina

Director of Engineering penyelenggaraan dan mengendalikan kegiatan pengembangan infrastruktur
dan fasilitas bandar udara, pemeliharaan infrastruktur bandar udara, fasilitas
elektronika, listrik, mekanikal, peralatan dan pemastian kualitas infrastruktur dan
fasilitas bandar udara
Plan, analyze, formulate policies, foster the implementation and control of airport
infrastructure and facility development, maintenance of airport infrastructure,
electronic, electrical, mechanical facilities, equipment and quality assurance of
airport infrastructure and facilities
8 Ituk Herarindri Direktur Operasi dan Merencanakan, menganalisis, merumuskan kebijakan, membina
Pelayanan penyelenggaraan dan mengendalikan kegiatan operasi bandar udara, manajemen
Director of Operations keamanan dan keselamatan bandar udara, pelayanan bandar udara, dan
and Services pengelolaan fasilitas serta pemastian kualitas pelayanan bandar udara.
Plan, analyze, formulate policies, foster the operations and control of airport
operations, airport security and safety management, airport services, and
management of facilities and quality assurance of airport services.
Board Charter Direksi Board Charter of the Board of Directors

Direksi berpedoman pada Pedoman Tata Kerja Direksi (Board The Board of Directors is guided by the Board of Directors
of Directors Charter) PT Angkasa Pura II (Persero). Board Charter of PT Angkasa Pura II (Persero). The Board Charter
Charter berisi tentang petunjuk tata laksana kerja Dewan contains guidelines for the work procedures of the Board of
Direksi serta menjelaskan tahapan aktivitas secara terstruktur, Directors and explains the stages of activities in a structured,

sistematis, mudah dipahami dan dapat dijalankan dengan systematic, easily understood and consistent manner, which
konsisten, dapat menjadi acuan bagi Dewan Direksi dalam can be a reference for the Board of Directors in carrying out
melaksanakan tugas masing-masing untuk mencapai Visi dan their respective duties to achieve the Company's Vision and
Misi Perseroan, sehingga diharapkan akan tercapai standar Mission, so that high work standards are expected to be
kerja yang tinggi selaras dengan prinsip-prinsip GCG. achieved in line with GCG principles.
Board of Director Charter PT Angkasa Pura II disusun The Board of Directors Charter of PT Angkasa Pura II was
berdasarkan prinsip-prinsip hukum korporasi, ketentuan prepared based on the principles of corporate law, the
Anggaran Dasar, peraturan dan ketentuan perundang- provisions of the Articles of Association, the applicable
undangan yang berlaku, arahan Pemegang Saham serta statutory regulations, the direction of the Shareholders and
praktik-praktik terbaik (best practices) Good Corporate the best practices of Good Corporate Governance.
Governance.
Board of Directors Charter ini mencakup penjabaran mengenai This Board of Directors Charter includes a description of
hal-hal apa yang menjadi tugas dan kewenangan Direksi matters that become the duties and authorities of the Board
serta kesepakatan mengenai mekanisme dan hubungan kerja of Directors as well as an agreement on the mechanism and
dengan Dewan Komisaris di lingkungan Perseroan dengan working relationship with the Board of Commissioners within
mengacu pada ketentuan dan peraturan perudang-undangan the Company with reference to the applicable statutory
yang berlaku, Anggaran Dasar, dan arahan Pemegang Saham regulations, the Articles of Association, and direction of
yang ditetapkan dalam Rapat Umum Pemegang Saham the Shareholders stipulated in the General Meeting of
(RUPS) yang mengatur tata kerja Direksi. Shareholders (GMS) governing the work procedures of the
Board of Directors.
Kriteria Direksi Criteria of the Board of Directors

Kriteria umum dalam pemilihan anggota Direksi antara lain General criteria in selecting members of the Board of Directors
adalah sebagai berikut: are as follows:
1. Memenuhi persyaratan kemampuan dan integritas 1. Meet the capability and integrity requirements so that
sehingga pelaksanaan fungsi pengelolaan Perseroan the implementation of the Company's management
dapat dilaksanakan dengan baik; function can be carried out properly;
2. Memahami dan mematuhi Anggaran Dasar Perseroan 2. Understand and comply with the Company's Articles of
dan peraturan perundang-undangan yang berkaitan Association and the statutory regulations relating to its
dengan tugasnya; duties;
3. Memahami dan melaksanakan GCG serta dapat 3. Understand and implement GCG and can maintain
menjaga iklim usaha yang sehat berdasarkan a sound business climate based on applicable
peraturan yang berlaku; regulations;
4. Memahami kompleksitas usaha, keuangan, audit, 4. Understand the complexity of business, finance,
pengelolaan SDM dan lain-lain; auditing, human capital management and others;
5. Memiliki tanggung jawab terhadap pengelolaan 5. Has responsibility for managing the Company so that
Perseroan agar dapat menghasilkan keuntungan dan it can generate profits and ensure the sustainability of
memastikan kesinambungan Perseroan; the company;
6. Memiliki keahlian dan pengalaman di bidang yang 6. Have the expertise and experience in the field that will
akan menjadi tanggung jawabnya; be his responsibility;
7. Memiliki leadership yang baik; 7. Have good leadership;
8. Reputasi yang baik selama yang bersangkutan 8. Good reputation while the person concerned carried
mengemban tugas-tugas sebelumnya; out the previous duties;
9. Memiliki akhlak dan moral yang baik; 9. Have good character and morals;

10. Mampu melaksanakan perbuatan hukum; 10. Able to carry out law actions;
11. Tidak pernah dinyatakan pailit atau menjadi anggota 11. Have never been declared bankrupt or been a member
Dewan Komisaris/Direksi yang dinyatakan bersalah of the Board of Commissioners/Board of Directors who
yang menyebabkan suatu perusahaan dinyatakan were found guilty of causing a company to be declared
pailit dalam waktu 5 (lima) tahun sebelum pemilihan; bankrupt within 5 (five) years before the election;
12. Tidak pernah dihukum karena melakukan tindak 12. Never been convicted of committing a criminal act
pidana dalam waktu 5 (lima) tahun sebelum pemilihan. within 5 (five) years before the election.
Nominasi Anggota Direksi Nomination of the Board of Directors Members

Nomisasi dan pemilihan calon anggota Direksi berdasarkan Nomination and selection of prospective members of the
arahan atau usulan dari Kementerian BUMN sesuai peraturan Board of Directors based on the directions or proposals from
perundang-undangan yang berlaku. the Ministry of SOEs in accordance with applicable statutory
regulations.
Program Pengenalan Direksi Orientation Program of the Board of Directors

Selama tahun 2019 terdapat pengangkatan Anggota Direksi Throughout 2019, there were 4 new Members of the Board
baru berjumlah 4 orang. Program pengenalan Direksi telah of Directors who were appointed. The orientation program
dilaksanakan pada tanggal 2 Agustus 2019 telah terjadi of the Board of Directors was carried out on August 2, 2019
perubahan komposisi Direksi, pengangkatan Sdr. Bayu where there was a change in the composition of the Board
Rafisukmawan menggantikan Sdr. Andra Y Agussalam of Directors, the appointment of Mr. Bayu Rafisukmawan
menempatkan posisi Director of Finance. replacing Mr. Andra Y Agussalam for the position of the
Director of Finance.
Pada tanggal 28 Agustus 2019 telah terjadi perubahan On August 28, 2019 there was a change in the composition
komposisi Direksi, Pengangkatan Sdr. Armand Hermawan of the Board of Directors, the appointment of Mr. Armand
menempatkan posisi Director of Transformation and Strategic Hermawan as the Director of Transformation and Strategic
Portfolio dan pengangkatan Sdr. Ajar Setiadi menggantikan Portfolio and the appointment of Mr. Ajar Setiadi replacing
Ibu Tina T. Kemala Intan sebagai posisi Director of Human Ms. Tina T. Kemala Intan as the Director of Human Capital
Capital di PT Angkasa Pura II (Persero) sehingga terdapat at PT Angkasa Pura II (Persero) so that there was an
pelaksanaan Program Pengenalan Direksi Baru. Pada tanggal implementation of Orientation Program for the New Board
18 November 2019 pengangkatan Sdr. Edwin Hidayat Abdullah of Directors. On November 18, 2019, the appointment of
sebagai Wakil Direktur Utama PT Angkasa Pura II (Persero). Mr. Edwin Hidayat Abdullah as Vice President Director of PT
Angkasa Pura II (Persero).
Rangkap Jabatan Direksi Concurrent Positions of the Board of Directors

Anggota Direksi Angkasa Pura II tidak ada yang menjabat There are no members of the Board of Directors of Angkasa
sebagai anggota Direksi di perusahaan lain, atau jabatan lain Pura II who serve as members of the Board of Directors of
yang dilarang berdasarkan Anggaran Dasar Perusahaan dan other companies, or other positions prohibited under the
peraturan perundangan yang berlaku. Company's Articles of Association and applicable statutory
regulations.
Benturan Kepentingan Conflicts of Interest

Dalam upayanya meminimalkan terjadinya benturan In an effort to minimize the occurrence of conflicts of
kepentingan, setiap anggota Direksi wajib membuat Daftar interest, each member of the Board of Directors is required
Khusus yang memuat informasi mengenai kepemilikan to make a Special Register that contains information on the
sahamnya dan/atau keluarganya di Perseroan maupun ownership of shares and/or his family in the Company or

di perusahaan lain. Daftar tersebut disimpan dan in other companies. The Register is kept and administered
diadministrasikan oleh Corporate Secretary. Hingga 31 by the Corporate Secretary. As of December 31, 2019, all
Desember 2019, seluruh Anggota Direksi tidak memiliki members of the Board of Directors did not have any shares
saham di Perseroan. in the Company.
Program Pengembangan Direksi Development Program of the Board of Directors

Selama tahun 2019, anggota Direksi telah mengikuti kegiatan Throughout 2019, members of the Board of Directors
pelatihan dan seminar. Informasi mengenai Program participated in training and seminar activities. Information
Pengembangan Kompetensi Direksi dapat dilihat pada Bab on the Competency Development Program of the Board of
Profil Perusahaan. Directors can be seen in Company Profile Chapter.
Keputusan-keputusan Direksi tahun 2019 Decisions of the Board of Directors in 2019

Selama tahun 2019 anggota Direksi telah mengeluarkan Throughout 2019, members of the Board of Directors have
berbagai keputusan baik di bidang pengelolaan sumber issued various decisions in the fields of human capital
daya manusia, keuangan, operasional bisnis, maupun aspek management, finance, business operations, and strategic
strategis. aspects.
Penilaian Penerapan GCG

GCG Assessment
Secara berkala, Perseroan melakukan pengukuran Periodically, the Company measures the implementation
implementasi GCG sebagaimana diwajibkan dalam Peraturan of GCG as required in State Minister of SOEs Regulation
Menteri Negara BUMN No. PER-01/MBU/2011 tentang No. PER-01/MBU/2011 on the Implementation of Good
Penerapan Tata Kelola Perusahaan yang Baik pada BUMN. Corporate Governance in SOEs. The measurement of GCG
Pengukuran implementasi GCG dimaksud bertujuan untuk: implementation is intended to:
1. Menguji dan menilai penerapan GCG melalui elaborasi 1. Test and assess the implementation of GCG through the
kondisi penerapan GCG dan pembandingan dengan elaboration of the conditions of GCG implementation
indikator dan parameter pengujian yang telah and comparison with predetermined test indicators
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 lingkungan 3. Monitor the consistency of GCG implementation within
organisasi Perseroan, serta untuk memperoleh the Company's organizational environment, and to
masukan demi penyempurnaan dan pengembangan obtain input for the improvement and development of
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 parameters
berdasarkan parameter dari Surat Keputusan Sekretaris from the Decree of Secretary to the Ministry of SOEs No: SK-16/
Kementerian BUMN Nomor: SK-16/MBU/2012. Terdapat 6 MBU/2012. There are 6 (six) aspects, 43 Parameters, 153
(enam) aspek, 43 Parameter, 153 Indikator dan 568 Faktor Indicators and 568 Factors of Fit and Proper Test.
Uji Kesesuaian.
Pihak yang Melakukan Penilaian Assessor

Pengukuran terhadap implementasi GCG dilakukan dengan Measurement of GCG implementation is carried out in 2 ways,
2 cara, yaitu Penilaian (assessment) GCG yang dilaksanakan namely GCG assessment which is carried out regularly every
secara berkala setiap 2 tahun oleh penilai independen dan 2 years by an independent assessor and GCG evaluation
Evaluasi (review) GCG yang dilakukan pada tahun berikutnya. (review) which is carried out the following year. The 2019
Pelaksanaan assessment pada tahun 2019 dilakukan assessment was carried out through an independent
secara independent assessment yang dilakukan oleh BPKP assessment conducted by Indonesia's National Government
Perwakilan Provinsi Banten. Internal Auditor (BPKP) of Banten Province Representative.
Skor Assessment GCG dalam 6 (enam) Tahun Terakhir GCG Assessment Score in the Last 6 (six) Years
Capaian hasil assessment GCG Angkasa Pura II selama The achievements of GCG assessment by Angkasa Pura II over
6 (enam) tahun terakhir adalah sebagai berikut: the past 6 (six) years are as follows:
Tahun Skor Assessment GCG Pelaksana Penilai

Year GCG Assessment Score Assessor
2014 84,63 Self-Assessment (Angkasa Pura II)
2015 85,14 Independen Assessment (BPKP)

Penilaian Penerapan GCG Tahun 2019

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

Aspects of Testing / Indicators / Parameters Weight 2019 Achievements
Skor % Pencapaian
Score % Achievements
I Komitmen Terhadap Penerapan Tata Kelola Perusahaan yang Baik Secara Berkelanjutan. 7,00 6,506 92,94
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.

IV Direksi 35,00 31,586 90,25

Board of Directors


Other Aspects
Skor Keseluruhan 100,00 89,893 89,89

Total Score
Klasifikasi Kualitas Penerapan GCG

Classification of GCG Implementation Quality Sangat Baik | Very Good

Dari hasil independent assessment GCG tahun 2019, terdapat From the results of the GCG independent assessment in
41 rekomendasi perbaikan dengan perincian per penanggung 2019, there were 41 recommendations for improvement with
jawab sebagai berikut: details per person in charge as follows:
Penanggungjawab Rekomendasi Jumlah Rekomendasi

No
Person-in-Charge of Recommendations Total Recommendations
1 Pemegang Saham | Shareholders 12
2 Dewan Komisaris | Board of Commissioners 10
3 Direksi | Board of Directors 19
Jajaran Manajemen berkomitmen untuk menindaklanjuti The Management is committed to follow-up on all
seluruh rekomendasi perbaikan area of improvement hasil recommendations for improvement in the area of
penilaian GCG tahun 2019. improvement as a result of the GCG assessment in 2019.

Penilaian Penerapan GCG Tahun 2018

2018 GCG Assessment
Hasil Assessment GCG GCG Assessment Results

Hasil assessment GCG terakhir dilakukan pada tahun 2018 The last GCG assessment results conducted in 2018 was
yang dilaksanakan secara self-assessment dengan asistensi carried out through a self-assessment with the assistance
dari penilai independen, yaitu Badan Pengawas Keuangan of an independent assessor, namely Indonesia's National
dan Pembangunan (BPKP) Perwakilan Provinsi Banten. Hasil Government Internal Auditor (BPKP) of Banten Province
penilaian GCG Perseroan pada tahun 2018 memperoleh skor Representative. The Company's GCG assessment results in
sebesar 91,56%. 2018 was 91.56%.
Berdasarkan hasil assessment tersebut, PT Angkasa Pura Based on the assessment results, PT Angkasa Pura II (Persero)
II (Persero) memperoleh skor 91,56, masuk dalam kategori obtained a score of 91.56, entered the category of "VERY
“SANGAT BAIK”. Hasil ini meningkat dibandingkan tahun- GOOD". This result increased compared to the previous years
tahun sebelumnya yang masuk dalam peringkat "BAIK". which entered the category of "GOOD".
Ringkasan hasil penilaian/evaluasi atas penerapan GCG pada Summary of the assessment/evaluation results on the GCG
PT Angkasa Pura II (Persero) sebagai berikut: implementation of PT Angkasa Pura II (Persero) as follows:
Aspek Pengujian / Indikator / Parameter Bobot Capaian Tahun 2018

Aspects of Testing / Indicators / Parameters Weight 2018 Achievements
Skor % Pencapaian
Score % Achievements
I Komitmen Terhadap Penerapan Tata Kelola Perusahaan yang Baik Secara Berkelanjutan. 7,00 6,3911 91,30
Commitment Towards Sustainable Implementation of Good Corporate Governance.
II Pemegang Saham dan RUPS/Pemegang saham. 9,00 7,7599 86,22

Shareholders and GMS/Shareholders.

IV Direksi 35,00 32,4991 92,85

Board of Directors


Other Aspects
Skor Keseluruhan 100,00 91,5620 91,56

Total Score
Klasifikasi Kualitas Penerapan GCG

Classification of GCG Implementation Quality Sangat Baik | Very Good

Tabel di atas menggambarkan perbandingan antara kondisi The table above illustrates the comparison between the
penerapan GCG di PT Angkasa Pura II (Persero) dengan conditions of implementing GCG in PT Angkasa Pura II
praktik terbaik penerapan GCG. Beberapa aspek penilaian (Persero) with the best practices in implementing GCG. Some
telah mendekati standar dan best practice, namun pada area aspects of the assessment have approached the standard and
tertentu masih memerlukan peningkatan. best practice, but in certain areas still need improvement.
Dari hasil self-assessment GCG tahun 2018, terdapat 23 From the results of the GCG self-assessment in 2018, there
rekomendasi perbaikan dengan perincian per penanggung were 23 recommendations for improvement with the details
jawab sebagai berikut: per person in charge as follows:
Penanggungjawab Jumlah
Tindak Lanjut
Rekomendasi Rekomendasi Alasan Belum Ditindaklanjuti
No di Tahun 2019
Person-in-Charge of Total The Reasons Have Not Been Followed Up
Follow-Up in 2019
Recommendations Recommendations
1 Pemegang Saham 6 3 Masih terdapat 3 (tiga) rekomendasi yang

Shareholders belum ditindaklanjuti dikarenakan berada
dalam lingkup Pemegang Saham
There are still 3 (three) recommendations that
have not been followed up because they are
within the scope of the Shareholders
2 Dewan Komisaris 5 1 Masih terdapat 4 (empat) rekomendasi yang

Board of Commissioners belum ditindaklanjuti. Hal ini dikarenakan
sedang dalam proses di Dewan Komisaris
There are still 4 (four) recommendations that
being processed by the Board of Commissioners
3 Direksi 12 5 Masih terdapat 7 (tujuh) rekomendasi yang

Board of Directors belum ditindaklanjuti. Hal ini dikarenakan
sedang dalam proses di Direksi
There are still 7 (seven) recommendations that
being processed by the Board of Directors
Penilaian Penerapan GCG bagi Dewan Komisaris dan

Direksi
GCG Assessment for the Board of Commissioners and
Board of Directors
Dari hasil independent assessment GCG di tahun 2019, From the results of the GCG independent assessment in 2019,
Dewan Komisaris memperoleh skor 92,93% dan skor Direksi the Board of Commissioners obtained a score of 92.93%
mencapai 92,85%. Hal ini berarti bahwa praktik penerapan and the Board of Directors obtained a score of 92.85%. This
GCG untuk Dewan Komisaris dan Direksi masuk dalam means that the practice of implementing GCG for the Board of
kategori “Sangat Baik”. Commissioners and Board of Directors entered the category
of "Very Good".

Pihak yang Melaksanakan Assessment GCG

Assessor of GCG Assessment
Pihak yang melaksanakan independent assessment GCG The assessor of the GCG independent assessment was
adalah Badan Pengawas Keuangan dan Pembangunan Indonesia's National Government Internal Auditor (BPKP)
(BPKP) Perwakilan Provinsi Banten, yang dilakukan secara of Banten Province Representative, which was carried out
independent assessment. Parameter penilaian mengacu through an independent assessment. The assessment
kepada SK-16/S.MBU/2012 tanggal 6 Juni 2012 tentang parameters refer to SK-16/S.MBU/2012 dated June 6, 2012
Indikator/Parameter Penilaian Dan Evaluasi Atas Penerapan on Indicators/Parameters of Assessment and Evaluation for
Tata Kelola Perusahaan Yang Baik (Good Corporate the Implementation of Good Corporate Governance in State-
Governance) Pada Badan Usaha Milik Negara. Owned Enterprises.
Uraian Mengenai Kebijakan Remunerasi Dewan

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

Prosedur Penetapan Remunerasi Dewan Komisaris Procedure of Remuneration Determination for the
dan Direksi Board of Commissioners and Board of Directors
Mekanisme penetapan remunerasi sebagai berikut: The remuneration determination mechanism is as follows:
1. Dewan Komisaris yang menjalankan fungsi nominasi 1. The Board of Commissioners who carries out the
dan remunerasi. Kajian ini dapat dilakukan dengan nomination and remuneration functions. This study
meminta bantuan dari pihak independen. can be done by asking for the assistance from an
independent party.
2. Dewan Komisaris mempelajari usulan dari Komite dan 2. The Board of Commissioners studies the proposal of
selanjutnya menyampaikan kepada RUPS. the Committee and then submits it to the GMS
3. RUPS melakukan kajian terhadap usulan dari Dewan 3. The GMS reviews the proposals of the Board of
Komisaris. Commissioners
4. RUPS akan memberikan persetujuan dan menetapkan 4. The GMS will approve and determine the remuneration
remunerasi bagi Dewan Komisaris dan Direksi. for the Board of Commissioners and Directors
Pemberian remunerasi Dewan Komisaris dan Direksi mengacu The remuneration of the Board of Commissioners and Board of
kepada keputusan dari RUPS dengan memperhatikan Directors refers to the GMS resolutions by taking into account
hasil kajian yang dilakukan oleh Perseroan. Kajian dalam the results of studies conducted by the Company. The study in
penetapan remunerasi mempertimbangkan aspek seperti: determining remuneration considers aspects such as:
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.
3. Kewajaran dengan peer perusahaan lainnya. 3. Fairness with other peer companies.
4. Pertimbangan sasaran dan strategi jangka panjang 4. Consideration of the Company's long-term goals and
Perseroan. strategies.
Struktur Remunerasi Dewan Komisaris Remuneration Structure of the Board of

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

No
Name Position Take Home Pay (per month)
1 Iswan Elmi PH Komisaris Utama Rp119.475.000

2 M. Harpin Ondeh Komisaris | Commissioner Rp119.475.000
3 Mohamad Pramintohadi Sukarno Komisaris | Commissioner Rp119.475.000
4 Andus Winarno Komisaris | Commissioner Rp119.475.000
5 Dodi Iskandar Komisaris | Commissioner Rp119.475.000

Struktur Remunerasi Direksi Remuneration Structure of the Board of Directors

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

No
Board of Directors Name Position Salary Allowances
1 Muhammad Awaluddin Direktur Utama Rp250.000.000,- 1. Tunjangan Hari Raya Keagamaan 1 (satu) kali Gaji
President Director 2. Asuransi Purna Jabatan premi yang ditanggung oleh
Perseroan sebesar 25% dari Gaji dalam 1 tahun
3. Tunjangan Perumahan Rp22.500.000,- per bulan
4. Fasilitas Telepon Rp5.000.000,- perbulan
5. Tunjangan BBM Rp9.000.000,-
1. Religious Holiday Allowance: 1 (one) time Salary
2. Post Retirement Allowance: the premium borne by
the Company is 25% of Salary in 1 year
3. Housing Allowance Rp22,500,000 per month
4. Telephone Facilities Rp5,000,000 per month
5. Fuel Allowance Rp9,000,000
2 Edwin Hidayat Abdullah Wakil Direktur Utama Rp237.500.000,- 1. Tunjangan Hari Raya Keagamaan 1 (satu) kali Gaji
Vice President Director 2. Asuransi Purna Jabatan premi yang ditanggung oleh
3 Bayu Rafisukmawan Direktur Keuangan Rp212.500.000,- 1. Tunjangan Hari Raya Keagamaan 1 (satu) kali Gaji
Director of Finance 2. Asuransi Purna Jabatan premi yang ditanggung oleh
4 Ajar Setiadi Direktur Human Capital Rp225.000.000,- 1. Tunjangan Hari Raya Keagamaan 1 (satu) kali Gaji
Director of Human Capital 2. Asuransi Purna Jabatan premi yang ditanggung oleh

Nama Direksi Jabatan Gaji Tunjangan

No
Board of Directors Name Position Salary Allowances
5 Armand Hermawan Direktur Transformasi dan Rp212.500.000,- 1. Tunjangan Hari Raya Keagamaan 1 (satu) kali Gaji
Portfolio Strategis 2. Asuransi Purna Jabatan premi yang ditanggung oleh
Director of Transformation Perseroan sebesar 25% dari Gaji dalam 1 tahun
and Strategic Portfolio 3. Tunjangan Perumahan Rp22.500.000,- per bulan
6 Djoko Murjatmodjo Direktur Teknik Rp212.500.000,- 1. Tunjangan Hari Raya Keagamaan 1 (satu) kali Gaji
Director of Engineering 2. Asuransi Purna Jabatan premi yang ditanggung oleh
7 Daan Achmad Direktur Komersial Rp212.500.000,- 1. Tunjangan Hari Raya Keagamaan 1 (satu) kali Gaji
Director of Commercial 2. Asuransi Purna Jabatan premi yang ditanggung oleh
8 Ituk Herarindri Direktur Operasi & Rp212.500.000,- 1. Tunjangan Hari Raya Keagamaan 1 (satu) kali Gaji
Pelayanan 2. Asuransi Purna Jabatan premi yang ditanggung oleh
Director of Operations & Perseroan sebesar 25% dari Gaji dalam 1 tahun
Services 3. Tunjangan Perumahan Rp22.500.000,- per bulan
Bonus Non Kinerja dan Opsi Saham Non-Performance Bonus and Stock Option
Tidak terdapat bonus non kinerja dan opsi saham yang There were no non-performance bonuses and stock options
diberikan kepada setiap anggota Dewan Komisaris dan granted to each member of the Board of Commissioners and
Direksi. Board of Directors.

Frekuensi dan Tingkat Kehadiran Rapat Dewan Komisaris

dan Direksi
Frequency and Level of Meeting Attendance of the Board of
Commissioners and Board of Directors
Rapat Dewan Komisaris Board of Commissioners Meetings

Board Manual Angkasa Pura II menjelaskan bahwa rapat The Board Manual of Angkasa Pura II explains that Board of
Dewan Komisaris diselenggarakan sekurang-kurangnya 1 Commissioners meetings are held at least once a month.
(satu) kali dalam sebulan. Rapat Dewan Komisaris terdiri dari Meetings of the Board of Commissioners consist of an Internal
Rapat Internal Dewan Komisaris dan Rapat Gabungan Dewan Meeting of the Board of Commissioners and a Joint Meeting
Komisaris dan Direksi. of the Board of Commissioners and Board of Directors.
Dewan Komisaris secara berkala melaksanakan rapat baik The Board of Commissioners periodically conducts meetings
rapat internal maupun Rapat Gabungan dengan Direksi. both internal meetings and joint meetings with the Board
Selama 2019, Dewan Komisaris menyelenggarakan 12 kali of Directors. Throughout 2019, the Board of Commissioners
rapat. held 12 meetings.
Frekuensi kehadiran setiap anggota Dewan Komisaris dalam The frequency of attendance of each member of the Board
Rapat Internal Dewan Komisaris dan Komite 2019 adalah of Commissioners in the Internal Meetings of the Board of
sebagai berikut: Commissioners and the Committees in 2019 is as follows:
Nama Jabatan Rapat Internal Dewan Komisaris (12 kali rapat)

Name Position Internal Meetings of the Board of Commissioners (12 kali rapat)
Jumlah | Total %
Iswan Elmi PH Komisaris Utama 7 58,33

M. Harpin Ondeh Komisaris | Commissioner 8 66,67
Mohamad Pramintohadi Sukarno Komisaris | Commissioner 2 16,67
Andus Winarno Komisaris | Commissioner 5 41,67
Dodi Iskandar Komisaris | Commissioner 10 83,33
Agenda Rapat Internal Dewan Komisaris dengan Komite

Internal Meetings Agenda of the Board of Commissioners and the Committees
Tanggal Rapat Agenda Rapat Tempat Rapat

No
Meeting Date Meeting Agenda Meeting Venue
1 Kamis, 24 Januari 2019 1. Laporan Manajemen Unaudited Tahun 2018; RR. Bima Lt. 2 Kantor Cabang Bandara Halim
Thursday, January 24, 2019 2. Update Program Strategis Partnership KNO; Perdanakusuma
3. Dan Lain-lain. Bima Meeting Room, 2nd Floor, Branch Office of
1. 2018 Unaudited Management Report; Halim Perdanakusuma Airport
2. Update on KNO Strategic Partnership Program;
3. Etc.


No
2 Selasa, 19 Februari 2019 1. Pembagian Tugas Dewan Komisaris; RR. Wijayakusuma Lt. 6 Gd. 600 Kantor Pusat
Tuesday, February 19, 2019 2. Laporan Manajemen Bulan Januari 2019. PT Angkasa Pura II (Persero), Bandara
1. Division of Duties of the Board of Commissioners; Soekarno-Hatta.
2. Monthly Management Report – January 2019 Wijayakusuma Meeting Room, 6th Floor, Building
600 Head Office PT Angkasa Pura II (Persero),
Soekarno-Hatta Airport
3 Rabu, 20 Maret 2019 1. Laporan Manajemen Audited Tahun Buku 2018; RR. Wijayakusuma Lt. 6 Gd. 600 Kantor Pusat
Wednesday, March 20, 2019 2. Laporan Manajemen bulan Februari tahun 2019; PT Angkasa Pura II (Persero), Bandara
3. Pembahasan Surat-Surat Direksi: Soekarno-Hatta.
a. Permohonan Persetujuan Tindak Lanjut Wijayakusuma Meeting Room, 6th Floor, Building
Penyelesaian Permasalahan THT PT AP 1 dan 600 Head Office PT Angkasa Pura II (Persero),
AJB Bumiputera 1912; Soekarno-Hatta Airport
b. Pembelian Saham PT Gapura oleh PT AP 2;
4. Dan Lain-lain.
1. 2018 Audited Management Report;
2. Monthly Management Report – February 2019;
3. Discussion on the Board of Directors Letters:
a. Request for Approval of Follow-Up to Resolutions
of Old Age Savings Issues of PT AP 1 and dan AJB
Bumiputera 1912;
b. Purchase of the shares of PT Gapura by PT AP 2;
4. Etc.
4 Senin, 22 April 2019 1. Laporan Manajemen Triwulan I Tahun 2019; RR. Wijayakusuma Lt. 6 Gd. 600 Kantor Pusat
Monday, April 22, 2019 2. Beberapa Update terkait: PT Angkasa Pura II (Persero), Bandara
a. Kerjasama Pengembangan dan Pengelolaan Soekarno-Hatta.
Bandar Udara Jenderal Besar Soedirman; Wijayakusuma Meeting Room, 6th Floor, Building
b. Realisasi Penggunaan PMN Triwulan I Tahun 2019. 600 Head Office PT Angkasa Pura II (Persero),
1. Management Report for the 1st Quarter of 2019; Soekarno-Hatta Airport
2. Some updates related to:
a. Cooperation in the Development and Management
of Jenderal besar Soedirman Airport;
b. Realized State Equity Participation (PMN) for the 1st
Quarter of 2019.
5 Jumat, 24 Mei 2019 1. Laporan Manajemen Bulan April 2019; Ruang Rapat Narcissus, Mezzanine Floor
Friday, May 24, 2019 2. Penataan Struktur Organisasi BOC Support; Hotel Mulia
3. Dan Lain-lain. Narcissus Meeting Room, Mezzanine Floor,
1. Monthly Management Report - April 2019; Hotel Mulia
2. Structuring of BOC Support Organizational
Structure;
3. Etc
6 Rabu, 26 Juni 2019 1. Pembahasan Laporan Manajemen Bulan Mei 2019; RR. Wijayakusuma Lt. 6 Gd. 600 Kantor Pusat
Wednesday, June 26, 2019 2. Pembahasan Revisi Anggaran Investasi Tahun 2019; PT Angkasa Pura II (Persero), Bandara
3. Pembahasan Perkembangan Revitalisasi Terminal; Soekarno-Hatta.
4. Dan Lain-lain. Wijayakusuma Meeting Room, 6th Floor, Building
1. Discussion on Monthly Management Report - May 2019; 600 Head Office PT Angkasa Pura II (Persero),
2. Discussion on Revised 2019 Investment Budget; Soekarno-Hatta Airport
3. Discussion on the Development of Terminal
Revitalization;
4. Etc.
7 Selasa, 30 Juli 2019 1. Pembahasan Laporan Manajemen Triwulan II Tahun RR. BIMA Lantai 2 Kantor Cabang Bandara
Tuesday, July 30, 2019 2019; Halim Perdanakusuma
2. Pembahasan Realisasi Penggunaan Penyertaan Bima Meeting Room, 2nd Floor, Branch Office of
Modal Negara (PMN) Triwulan II Tahun 2019; Halim Perdanakusuma Airport
3. Pembahasan Permohonan Persetujuan Pembelian
saham PT BIJB.
1. Discussion on Management Report for the 2nd
Quarter of 2019;
2. Discussion on Realization of the Use of State Equity
Participation (PMN) for the 2nd Quarter of 2019;
3. Discussion on Request for Approval to Purchase
PT BIJB shares.


No
8 Senin, 26 Agustus 2019 1. Laporan Manajemen Bulan Juli Tahun 2019; 1. RR. Aurum 2, Lantai 2 Hotel Pullman
Monday, August 26, 2019 2. Laporan Komite atas Hasil Pembahasan Tata Kelola Jl. M. H. Thamrin, Jakarta.
Anak Perusahaan dan Evaluasi atas Pelaksanaan 2. RR. Kementerian BUMN Lt. 11 Jl. Medan
Layanan Perusahaan. Merdeka Selatan, Jakarta.
1. Monthly Management Report - July 2019; 1. Aurum 2 Meeting Room, 2nd Floor, Hotel
2. Committee's Report on the Results of the Pullman Jl. M. H. Thamrin, Jakarta.
Discussion on Subsidiary Corporate Governance 2. Minister of SOEs Meeting Room, 11th Floor,
and Evaluation of the Implementation of Corporate Jl. Medan Merdeka Selatan, Jakarta.
Services;
9 Senin, 23 September 2019 1. Laporan Manajemen Bulan Agustus Tahun 2019; Ruang Rapat Wira, Lantai 3 Hotel Pullman,
Monday, September 23, 2019 2. Progress Pelaksanaan Investasi s.d Agustus Tahun Jakarta Pusat
2019; Wira Meeting Room, 3rd Floor, Hotel Pullman,
3. Dan Lain-lain. Central Jakarta
1. Monthly Management Report - August 2019;
2. Investment Progress until August 2019;
3. Etc.
10 Selasa, 15 Oktober 2019 1. Pembahasan Laporan Manajemen Triwulan III RR. Wijayakusuma Lt. 6 Gd. 600 Kantor Pusat
Tuesday, October 15, 2019 Tahun 2019; PT Angkasa Pura II (Persero), Bandara
2. Dan Lain-lain. Soekarno-Hatta.
1. Discussion on Management Report for the Third Wijayakusuma Meeting Room, 6th Floor, Building
Quarter of 2019; 600 Head Office PT Angkasa Pura II (Persero),
2. Etc. Soekarno-Hatta Airport
11 Selasa, 26 November 2019 1. Laporan Manajemen Bulan Oktober Tahun 2019; RR. Raka, Lantai 3 Hotel Pullman, Jl. M.H.
Tuesday, November 26, 2019 2. Dan Lain-lain. Thamrin, Jakarta
1. Monthly Management Report – October 2019; Raka Meeting Room, 3rd Floor Hotel Pullman,
2. Etc. Jl. M.H. Thamrin, Jakarta
12 Rabu, 18 Desember 2019 1. Laporan Manajemen Bulan November Tahun 2019; Ruang Rapat Sabang 4, Hotel Mercure Sabang
Wednesday, December 18, 2. Dan Lain-lain. Jakarta, Jl. H. Agus Salim No. 11, Jakarta Pusat
2019 1. Monthly Management Report - November 2019; Sabang 4 Meeting Room, Hotel Mercure Sabang
2. Etc. Jakarta, Jl. H. Agus Salim No. 11, Central Jakarta
Frekuensi kehadiran setiap anggota Dewan Komisaris dalam The frequency of attendance of each member of the Board
Rapat Gabungan Dewan Komisaris dan Direksi 2019 adalah of Commissioners in the Joint Meetings of the Board of
sebagai berikut: Commissioners and Board of Directors in 2019 is as follows:
Rapat Gabungan Dewan Komisaris dan

Nama Jabatan Direksi (13 kali rapat)
Name Position Joint Meetings of the Board of Commissioners and
Board of Directors (13 meetings)
Jumlah | Total %
Iswan Elmi PH Komisaris Utama 10 76,92

M. Harpin Ondeh Komisaris | Commissioner 9 69,23
Mohamad Pramintohadi Sukarno Komisaris | Commissioner 9 69,23
Andus Winarno Komisaris | Commissioner 6 46,15
Dodi Iskandar Komisaris | Commissioner 10 76,92

Agenda Rapat Gabungan Dewan Komisaris dengan Direksi

Joint Meetings Agenda of the Board of Commissioners and Board of Directors

No
1 Kamis, 24 Januari 2019 1. Laporan Manajemen Unaudited Tahun 2018; RR. Bima Lt. 2 Kantor Cabang Bandara Halim
Thursday, January 24, 2019 2. Dan lain-lain. Perdanakusuma
1. 2018 Unaudited Management Report; Bima Meeting Room, 2nd Floor, Branch Office of
2. Etc. Halim Perdanakusuma Airport
2 Senin, 18 Februari 2019 Pembahasan Mengenai Perkembangan Terakhir Akibat RR. Boardroom, Business Centre, Mezzanine
Monday, February, 18 2019 Penurunan Penumpang. floor Hotel Mulia, Jakarta
Discussion on Latest Development due to Passenger Boardroom Meeting Room, Business Centre,
Decline Mezzanine floor Hotel Mulia, Jakarta
3 Selasa, 19 Februari 2019 1. Laporan Ketua Komite Audit & Laporan Ketua RR. Wijayakusuma Lt. 6 Gd. 600 Kantor Pusat
Tuesday, February 19, 2019 Komite Manajemen Risiko & SDM; PT Angkasa Pura II (Persero), Bandara
2. Pending Matters; Soekarno-Hatta.
3. Program Pengenalan Perseroan kepada Dewan Wijayakusuma Meeting Room, 6th Floor, Building
Komisaris Baru; 600 Head Office PT Angkasa Pura II (Persero),
4. Laporan Manajemen Bulan Januari Tahun 2019; Soekarno-Hatta Airport
5. Dan lain-lain.
1. Report of the Audit Committee Chairman & Report
of the Risk Management & HR Committee Chairman;
2. Pending Matters;
3. Orientation Program for new Board of
Commissioners;
4. Monthly Management Report – January 2019;
5. Etc.
4 Rabu, 20 Maret 2019 1. Pending Matters; RR. Wijayakusuma Lt. 6 Gd. 600 Kantor Pusat
Wednesday, March 20, 2019 2. Laporan Manajemen Audited Tahun Buku 2018; PT Angkasa Pura II (Persero), Bandara
3. Laporan Manajemen Bulan Februari Tahun 2019. Soekarno-Hatta.
1. Pending Matters Wijayakusuma Meeting Room, 6th Floor, Building
2. 2018 Audited Management Report 600 Head Office PT Angkasa Pura II (Persero),
3. Monthly Management Report – February 2019 Soekarno-Hatta Airport
5 Senin, 22 April 2019 1. Tingkat Kesejukan di Terminal 3 Bandara RR. Wijayakusuma Lt. 6 Gd. 600 Kantor Pusat
Monday, April 22, 2019 Soekarno-Hatta; PT Angkasa Pura II (Persero), Bandara
2. Laporan Manajemen Triwulan I Tahun 2019; Soekarno-Hatta.
3. Persiapan RUPS; Wijayakusuma Meeting Room, 6th Floor, Building
4. Dan lain-lain. 600 Head Office PT Angkasa Pura II (Persero),
1. Coolness Level in Terminal 3 of Soekarno-Hatta Soekarno-Hatta Airport
Airport;
2. Management Report for the 1st Quarter of 2019;
3. GMS Preparation;
4. Etc.
6 Jumat, 24 Mei 2019 1. Pending Matters; Ruang Rapat Narcissus, Mezzanine Floor
Friday, May 24, 2019 2. Laporan Manajemen Bulan April 2019; Hotel Mulia
3. Dampak Perpindahan Penerbangan Bandara Narcissus Meeting Room, Mezzanine Floor,
Husein Sastranegara Ke Bandara Kertajati; Hotel Mulia
4. Dan lain-lain.
1. Pending Matters;
2. Monthly Management Report - April 2019;
3. Impact of Flight Transfer from Husein Sastranegara
Airport to Kertajati Airport;
4. Etc.
7 Rabu, 26 Juni 2019 1. Tindak Lanjut Rapat Sebelumnya; RR. Wijayakusuma Lt. 6 Gd. 600 Kantor Pusat
Wednesday, June 26, 2019 2. Laporan Manajemen Bulan Mei Tahun 2019; PT Angkasa Pura II (Persero), Bandara
3. Pembahasan Revisi Anggaran Investasi Tahun 2019; Soekarno-Hatta.
4. Dan lain-lain. Wijayakusuma Meeting Room, 6th Floor, Building
1. Follow-up on Previous Meetings; 600 Head Office PT Angkasa Pura II (Persero),
2. Monthly Management Report – May 2019; Soekarno-Hatta Airport
3. Discussion on Revised 2019 Investment Budget;
4. Etc.


No
8 Selasa, 30 Juli 2019 1. Laporan Manajemen Triwulan II Tahun 2019 dan RR. BIMA Lantai 2 Kantor Cabang Bandara
Tuesday, July 30, 2019 Prognosa Semester II Tahun 2019; Halim Perdanakusuma
2. Kesiapan Operasionalisasi Runway III Bandara BIMA Meeting Room, 2nd Floor, Branch Office of
Soekarno-Hatta; Halim Perdanakusuma Airport
3. Pembahasan Persetujuan Pembelian Saham
PT BIJB;
4. Dan Lain-lain.
1. Management Report for the 2nd Quarter of 2019 and
Prognosis of the 2nd Semester of 2019;
2. Readiness for Runway III Operational of Soekarno-
Hatta Airport;
3. Discussion on the Approval to Purchase PT BIJB
Shares;
4. Etc.
9 Senin, 26 Agustus 2019 1. Tindak Lanjut Rapat Sebelumnya; 1. RR. Aurum 2, Lantai 2 Hotel Pullman,
Monday, August 26, 2019 2. Laporan Manajemen Bulan Juli Tahun 2019; Jl. M. H. Thamrin, Jakarta.
3. Progress Pelaksanaan ”Go Rebound Strategy”; 2. RR. Kementerian BUMN Lt. 11, Jl. Medan
4. Progress Akuisisi yang akan dilakukan oleh APK; Merdeka Selatan, Jakarta.
5. Progress Persiapan Holding Sarana dan Prasarana 1. Aurum 2 Meeting Room, 2nd Floor, Hotel
Perhubungan Udara; Pullman Jl. M. H. Thamrin, Jakarta.
6. Dan lain-lain. 2. Ministery of SOEs Meeting Room, 11th Floor,
1. Follow-up on Previous Meetings; Jl. Medan Merdeka Selatan, Jakarta.
2. Monthly Management Report - July 2019;
3. Progress of the implementation of ”Go Rebound
Strategy”;
4. Progress of Acqusitions to be conducted by APK;
5. Preparation progress of Holding Facilities and
Infrastructure of Air Transportation;
6. Etc.
10 Senin, 23 September 2019 1. Laporan Manajemen Bulan Agustus Tahun 2019; Ruang Rapat Wira, Lantai 3 Hotel Pullman,
Monday, September 23, 2019 2. Progress Pelaksanaan Investasi s.d Agustus 2019; Jakarta Pusat
3. Progress Perbaikan Tingkat Kesejukan Terminal 3 Wira Meeting Room, 3rd Floor, Hotel Pullman,
BSH; Central Jakarta
4. Dan lain-lain.
1. Monthly Management Report – August 2019;
2. Progress of the Implementation of Investment until
August 2019;
3. Progress of Coolness Level Improvement in
Terminal 3 BSH;
4. Etc.
11 Selasa, 15 Oktober 2019 1. Laporan Manajemen Triwulan III Tahun 2019; RR. Wijayakusuma Lt. 6 Gd. 600 Kantor Pusat
Tuesday, October 15, 2019 2. Pembahasan Capaian KPI Corporate Tahun 2019; PT Angkasa Pura II (Persero), Bandara
3. Dan lain-lain. Soekarno-Hatta.
1. Management Report for the 3rd Quarter of 2019; Wijayakusuma Meeting Room, 6th Floor, Building
2. Discussion on 2019 Corporate KPI Achievements; 600 Head Office PT Angkasa Pura II (Persero),
3. Etc. Soekarno-Hatta Airport
12 Selasa, 26 November 2019 1. Tindak Lanjut Rapat Sebelumnya; RR. Raka, Lantai 3 Hotel Pullman, Jl. M.H.
Tuesday, November 26, 2019 2. Laporan Manajemen Bulan Oktober Tahun 2019; Thamrin, Jakarta
3. Dan lain-lain. Raka Meeting Room, 3rd Floor, Hotel Pullman, Jl.
1. Follow-up on Previous Meetings; M.H. Thamrin, Jakarta
2. Monthly Management Report – October 2019;
3. Etc.
13 Rabu, 18 Desember 2019 1. Laporan Manajemen Bulan November Tahun 2019; Ruang Rapat Sabang 4, Hotel Mercure Sabang
Wednesday, December 18, 2. Persiapan Paparan RKAP 2020 dengan Wamen; Jakarta, Jl. H. Agus Salim No. 11, Jakarta Pusat.
2019 3. Dan lain-lain. Sabang 4 Meeting Room, Hotel Mercure Sabang
1. Monthly Management Report - November 2019; Jakarta, Jl. H. Agus Salim No. 11, Central Jakarta.
2. Preparation of 2020 RKAP Expose with Vice Minister;
3. Etc.

Agenda Rapat Dewan Komisaris Bersama Komite Audit dan Komite Manajemen Risiko
Meetings Agenda of the Board of Commissioners with the Audit Committee and Risk Management Committee
Tanggal Rapat Agenda Rapat Peserta Rapat

No
Meeting Date Meeting Agenda Meeting Participants
1 24 Januari 2019 Laporan Manajemen Unaudited Tahun 2018, Update Dewan Komisaris
January 24, 2019 Program Strategis Partnership KNO, dan Lain-lain Komite Audit
2018 Unaudited Management Report, Update on KNO Komite Manajemen RIsiko
Strategic Partnership Program, and Others Board of Commissioners
Audit Committee
Risk Management Committee
2 19 Februari 2019 Pembagian Tugas Dewan Komisaris, Laporan Dewan Komisaris

February 19, 2019 Manajemen Bulan Januari 2019 Komite Audit
Division of Duties of the Board of Commissioners, Komite Manajemen RIsiko
Monthly Management Report - January 2019 Board of Commissioners
Audit Committee
Risk Management Committee
3 20 Maret 2019 Laporan Manajemen Audited Tahun Buku 2018, Laporan Dewan Komisaris
March 20, 2019 Manajemen bulan Februari tahun 2019, Pembahasan Board of Commissioners
Surat-Surat Direksi, Permohonan Persetujuan Tindak
Lanjut Penyelesaian Permasalahan THT PT AP 1 dan
AJB Bumiputera 1912 dan Pembelian Saham PT Gapura
oleh PT Angkasa Pura II
Audited Management Report for Fiscal Year 2018,
Monthly Management Report - February 2019,
Discussion on Board of Directors Letters, Approval
Request for the Follow-Up on the Resolution of Old-Age
Savings (THT) Issues of PT AP 1 and AJB Bumiputera
1912 and the Purchase of PT Gapura Shares by PT
Angkasa Pura II
4 22 April 2019 Laporan Manajemen Triwulan I Tahun 2019, Beberapa Komite Audit
April 22, 2019 Update terkait: Kerjasama Pengembangan dan Audit Committee
Pengelolaan Bandar Udara Jenderal Besar Soedirman
dan Realisasi Penggunaan PMN Triwulan I Tahun 2019
Management Report for the 1st Quarter of 2019, Some
updates related to Cooperation in the Development
and Management of Jenderal Besar Soedirman Airport
and Realized State Equity Participation (PMN) for the
1st Quarter of 2019
5 24 Mei 2019 Laporan Manajemen Bulan April 2019, Penataan Komite Manajemen RIsiko
May 24, 2019 Struktur Organisasi BOC Support dan dan lain-lain Risk Management Committee
Monthly Management Report - April 2019, Structuring
of BOC Support Organizational Structure and Others
6 26 Juni 2019 Pembahasan Laporan Manajemen Bulan Mei 2019, Dewan Komisaris
June 26, 2019 Pembahasan Revisi Anggaran Investasi Tahun 2019, Board of Commissioners
Pembahasan Perkembangan Revitalisasi Terminal
dan Lain-lain
Discussion on Monthly Management Report - May
2019, Discussion on Revised 2019 Investment
Budget, Discussion on the Development of Terminal
Revitalization and Others
7 30 Juli 2019 Pembahasan Laporan Manajemen Triwulan II Tahun Komite Audit

July 30, 2019 2019, Pembahasan Realisasi Penggunaan Penyertaan Audit Committee
Modal Negara (PMN) Triwulan II Tahun 2019,
Pembahasan Permohonan Persetujuan Pembelian
saham PT BIJB
Discussion on Management Report for the 2nd Quarter
of 2019, Discussion of Realized Use of State Equity
Participation (PMN) for the 2nd Quarter of 2019,
Discussion on the Approval Request to Purchase
PT BIJB Shares

Tanggal Rapat Agenda Rapat Peserta Rapat

No
Meeting Date Meeting Agenda Meeting Participants
8 26 Agustus 2019 Laporan Manajemen Bulan Juli Tahun 2019, Laporan Komite Manajemen RIsiko
August 26, 2019 Komite atas Hasil Pembahasan Tata Kelola Anak Risk Management Committee
Perusahaan dan Evaluasi atas Pelaksanaan Layanan
Perseroan
Monthly Management Report - July 2019, Committee
Report on the Results of the Discussion on Corporate
Governance and Evaluation of the Implementation of
the Company's Services
9 23 September 2019 Laporan Manajemen Bulan Agustus Tahun 2019, Dewan Komisaris
September 23, 2019 Progress Pelaksanaan Investasi s.d Agustus Tahun Board of Commissioners
2019, dan Lain-lain
Monthly Management Report - August 2019, Progress
on Investment Implementation up to August 2019,
and Others
10 15 Oktober 2019 Pembahasan Laporan Manajemen Triwulan III Tahun Komite Audit
October 15, 2019 2019, dan Lain-lain Audit Committee
Discussion on Management Report for the 3rd Quarter
of 2019, and Others
11 26 November 2019 Laporan Manajemen Bulan Oktober Tahun 2019, dan Komite Manajemen RIsiko
November 26, 2019 Lain-lain Risk Management Committee
Monthly Management Report - October 2019,
and others
12 18 Desember 2019 Laporan Manajemen Bulan November Tahun 2019, dan Dewan Komisaris
December 18, 2019 Lain-lain Board of Commissioners
Monthly Management Report - November 2019,
and others
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 minggu Directors holds regular internal meetings once a week.
sekali.
Direksi melaksanakan rapat internal secara berkala dan The Board of Directors conducts regular internal meetings
menghadiri rapat gabungan Dewan Komisaris dan Direksi. and attend joint meetings of the Board of Commissioners
Keputusan yang diambil dalam rapat Direksi didasarkan pada and Board of Directors. Decisions taken at Board of Directors
asas musyawarah untuk mufakat atau dengan melakukan meetings are based on the principle of deliberation to reach
pemungutan suara terbanyak. consensus or by majority vote.
Frekuensi kehadiran masing-masing anggota dalam Rapat Frequency of attendance of each member in the Internal
Internal Direksi selama tahun 2019: Meetings of the Board of Directors throughout 2019:
Nama Jabatan Rapat Direksi (47 kali rapat)

Name Position Board of Directors Meetings (47 Meetings)
Jumlah | Total %
Muhammad Awaluddin Direktur Utama | President Director 45 95
Edwin Hidayat Abdullah Wakil Direktur Utama | Vice President Director 6 13

Nama Jabatan Rapat Direksi (47 kali rapat)

Name Position Board of Directors Meetings (47 Meetings)
Jumlah | Total %
Andra Y Agussalam Direktur Keuangan 20 42

Director of Finance
Bayu Rafisukmawan Direktur Keuangan 22 47

Director of Finance
Tina T Kemala Intan Direktur Human Capital 11 23

Ajar Setiadi Direktur Human Capital 15 32

Armand Hermawan Direktur Transformasi dan Portfolio Strategis 15 32

Director of Transformation and Strategic Portfolio
Djoko Murjatmodjo Direktur Teknik 42 89

Daan Achmad Direktur Komersial 38 81

Ituk Herarindri Direktur Operasi & Pelayanan 42 89

Director of Operations & Services
Keterangan: Information:
1. Presentase kehadiran merupakan hasil perhitungan jumlah 1. Percentage of attendance is the result of calculating the
kehadiran Anggota Direksi yang bersangkutan pada rapat number of attendance of the concerned Members of the
direksi dibandingkan dengan jumlah rapat direksi yang Board of Directors at the Board of Directors meetings
terlaksana selama direktur tersebut menduduki jabatannya. compared to the number of Board of Directors meetings
held during their position.
2. Posisi Director of Human Capital, GA, & IT per tanggal 2. Position of the Director of Human Capital, GA, & IT as of May
22 Mei 2019 belum ada yang menjabat dikarenakan 22, 2019 has not yet held office because the previous official
pejabat sebelumnya mendapatkan penugasan lain dari received another assignment from the Ministry of SOEs of
Kementerian BUMN RI. the Republic of Indonesia
3. Terdapat Pemberhentian dan Pengangkatan Direktur 3. There was a Dismissal and Appointment of the Director of
Keuangan berdasarkan SK MBUMN No: SK-173/MBU/08/2019 Finance based on the Minister of SOEs Decree No: SK-173/
pada tanggal 2 Agustus 2019. MBU/08/2019 on August 2, 2019.
4. Terdapat perubahan Nomenklatur Jabatan dan Pengangkatan 4. There was a change in the Nomenclature of Position and
Direktur Human Capital serta Direktur Transformasi dan Appointment of the Director of Human Capital and the
Portofolio Strategis berdasarkan SK MBUMN No: SK-188/ Director of Transformation and Strategic Portfolio based
MBU/08/2019 pada tanggal 26 Agustus 2019. on the Minister of SOEs Decree No: SK-188/MBU/08/2019 on
August 26, 2019.
5. Terdapat Pengangkatan Wakil Direktur Utama berdasarkan 5. There was an Appointment of the Vice President Director
SK MBUMN No: SK-271/MBU/11/2019 pada tanggal 18 based on the Minister of SOEs Decree No: SK-271/
November 2019. MBU/11/2019 on November 18, 2019.
6. Presentase kehadiran Wakil Direktur Utama, Director of 6. Percentage of attendance for the Vice President Director,
Transformation & Strategic Portfolio dan Director of Human Director of Transformation & Strategic Portfolio and the
Capital dihitung berdasarkan hari pertama bergabung di Director of Human Capital was calculated based on the first
PT Angkasa Pura II. day of joining PT Angkasa Pura II.

Agenda Rapat Internal Direksi

Internal Meetings Agenda of the Board of Directors
Waktu/Tempat Rapat Agenda Rapat BOD yang Hadir

No
Meeting Time/Venue Meeting Agenda BOD who Attended
1 Selasa, 8 Januari 2019 1. Update Progres Pembebasan Tanah dan Proyek Pembangunan Runway 3 BOD
Pukul 13.30 s.d 22.30 WIB 2. Masterplan Bandara Soekarno-Hatta
Ruang Rapat Cattleya, Lt. 6 3. Pembahasan Skenario RUPS RKAP 2019
Kantor Pusat PT Angkasa Pura II 4. Radirtas
Tuesday, January 8, 2019 1. Progress Update on Land Acquisition and Development Project of Runway 3
13.30-22:30 WIB 2. Masterplan of Soekarno-Hatta Airport
Cattleya Meeting Room, 6th Floor, 3. Discussion on 2019 RKAP GMS Scenario
Head Office of PT Angkasa Pura II 4. Radirtas
2 Rabu, 16 Januari 2019 1. Laporan Progres Pembebasan Tanah dan Proyek Pembangunan Runway 3 DO
Pukul 08.30 s.d 11.00 WIB 2. Persiapan Pengoperasian Bandara Tjilik Riwut Palangkaraya (PKY) DF
Ruang Rapat Catleya, Lt. 6 3. Penyampaian Review KPI Korporasi Tahun 2019 DC
Kantor Pusat PT Angkasa Pura II 1. Progress Report on Land Acquisition and Development Project of Runway 3
(Persero) 2. Preparation for Operations of Tjilik Riwut Airport in Palangkaraya (PKY)
Wednesday, January 16, 2019 3. Submission of the 2019 Corporate KPI Review
8:30-11:00 WIB
Catleya Meeting Room, 6th Floor,
Head Office of PT Angkasa Pura
II (Persero)
3 Kamis, 24 Januari 2019 1. Laporan Progres Rapat Pimpinan Q1 PD

Pukul 08.30 s.d 11.00 WIB 2. Laporan Manajemen tahun 2018 Unaudited DO
Ruang Rapat EGM Kantor 3. Radirtas DF
Cabang Halim Perdanakusuma, 1. Report of the 1st Quarter of Leaders Meeting Progress DA
Jakarta 2. 2018 Unaudited Management Report DH
Thursday, January 24, 2019 3. Radirtas
8:30-11:00 WIB
EGM Meeting Room, Branch
Office of Halim Perdanakusuma,
Jakarta
4 Senin, 4 Februari 2019 1. Laporan progres pembebasan tanah dan proyek pembangunan Runway 3 PD
Pukul 10.00 WIB s.d. Selesai 2. Paparan Budget Committee DO
Ruang Rapat Cattleya, Lt. 6 3. Progres Report KPKU DF
Gedung 600 Kantor Pusat 4. BOD Subsidiary Performance dan Program Inorganic Anak Perusahaan: DA
PT Angkasa Pura II (Persero) a. PT APS; DH
Monday, February 4, 2019 b. PT APK;
10:00 WIB - End c. PT APP;
Cattleya Meeting Room, 6th Floor, d. PT APA.
Building 600 Head Office of 5. Laporan Progres Persiapan Pengoperasian Bandara Tjilik Riwut - Palangkaraya
PT Angkasa Pura II (Persero) 6. Radirtas
1. Progress report on land acquisition and development project of Runway 3
2. Budget Committee Expose
3. KPKU Progress Report
4. Performance of Subsidiaries' BOD and Subsidiaries' Inorganic Programs:
a. PT APS;
b. PT APK;
c. PT APP;
d. PT APA.
5. Progress Report on Preparation for Operations of Tjilik Riwut Airport -
Palangkaraya
6. Radirtas
5 Selasa, 12 Februari 2019 1. Evaluasi Traffic dan Produksi Aero Business Bulan Januari 2019 PD
Pukul 08.30 WIB s.d. Selesai 2. Paparan Budget Committee DO
Ruang Rapat Cattleya, Lt. 6 3. Approval Cargo Village Design DF
Gedung 600 Kantor Pusat 4. Penetapan Terminal 2 CGK sebagai LCCT Internasional DH
PT Angkasa Pura II (Persero) 5. Laporan Progres DA
a. Bandara Wirasaba – Purbalingga
b. Bandara Internasional Jawa Barat – Kertajati
6. Persiapan RUPS RKAP Anak Perusahaan
7. Radirtas


No
5 Tuesday, February 12, 2019 1. Evaluasi Traffic dan Produksi Aero Business Bulan Januari 2019 PD
08.30 WIB - End 2. Paparan Budget Committee DO
Venue: Wijaya Kusuma Meeting 3. Approval Cargo Village Design DF
Room, 6th Floor, Building 600, 4. Penetapan Terminal 2 CGK sebagai LCCT Internasional DH
Head Office of PT Angkasa Pura 5. Laporan Progres DA
II (Persero) a. Bandara Wirasaba – Purbalingga
b. Bandara Internasional Jawa Barat – Kertajati
6. Persiapan RUPS RKAP Anak Perusahaan
7. Radirtas
6 Selasa, 19 Februari 2019 1. Laporan Manajemen Bulan Januari Tahun 2019 dan Paparan Budget Committee PD
Pukul 08.30 s.d 12.00 WIB 2. Pembahasan Pending Matter Ragab terkait Evaluasi dan Penjajakan Kerjasama DO
RR. Cattleya, Kantor Pusat Baru dengan Mitra Travel lain DF
PT Angkasa Pura II 3. Pembahasan Hasil Meeting terkait Slot DC
Tuesday, February 19, 2019 4. Policy and Action Antisipasi Penurunan traffic DA
08.30 – 12.00 WIB 5. Radirtas
Cattleya Meeting Room, 1. Monthly Management Report - January 2019 and Expose of the Committee's Budget
Head Office of PT Angkasa Pura II 2. Discussion on Pending Matters of Joint Meetings related to Evaluation and
Exploration of New Collaboration with other Travel Partners
3. Discussion on Meeting Results related to Slots
4. Policies and Actions to Anticipate a decrease in traffic
5. Radirtas
7 Selasa, 26 Februari 2019 1. Progres Penyiapan Workshop/Bengkel Maintenance Fasilitas Bandara PD

Tuesday, February 26, 2019 2. Laporan Progres Pembebasan Lahan dan Proyek Pembangunan Runway 3, DO
East Connecting Taxiway DF
3. Pembahasan Audit Report Tahun 2018 DC
4. Progres Masterpiece Konsep Strategic Partnership & Investment Participation DA
5. Tindak Lanjut Policy and Action Plan Unit Komersial Pasca “Tsunami Traffic”.
6. Penyiapan SDM dan Prioritas Penempatan Tahap 1 (satu) di 3 (tiga) Bandara Baru
7. Laporan Evaluasi Kinerja Tahun 2018 dan Program
8. Kerja Audit Tahunan (PKAT) Tahun 2019
9. Radirtas
1. Preparation Progress for Workshop of Airport Facilities Maintenance
2. Progress Report on Land Acquisition and Development Project of Runway 3,
East Connecting Taxiway
3. Discussion on the 2018 Audit Report
4. Progress on the Concept Masterpiece of Strategic Partnership & Investment
Participation
5. Follow-up on Policies and Action Plans of the Commercial Unit of Post-"Tsunami
Traffic".
6. Preparation of HC and Placement Priority for Phase 1 (one) in 3 (three) New Airports
7. 2018 Performance Evaluation Report and Program
8. 2019 Annual Audit Work (PKAT)
9. Radirtas
8 Rabu, 6 Maret 2019 1. Budget Committee Bulan Maret 2019 PD

Pukul 08.30 s.d. 23.00 WIB 2. Usulan Revisi PD 55 (Pengembangan Bisnis Organik Perusahaan) DO
RR. Catleya, Kantor Pusat 3. Laporan Progres Pembebasan Lahan dan Proyek Pembangunan Runway 3 dan DF
PT Angkasa Pura II East Connecting Taxiway DA
Wednesday, March 6, 2019 4. Progres Penyiapan LCC Terminal - Terminal 2F CGK
08.30 - 23.00 WIB 5. Progres Pembangunan Bandara Wirasaba
Cattleya Meeting Room, 1. Committee's Budget for March 2019
Head Office of PT Angkasa Pura II 2. Proposal of Revised PD 55 (Corporate Organic Business Development)
3. Progress Report on Land Acquisition and Development Project of Runway 3 and
4. Preparation Progress for LCC Terminal - Terminal 2F CGK
5. Development Progress of Wirasaba Airport
9 Jumat, 15 Maret 2019 1. Revenue Committee PD

Pukul 13.00 s.d 16.00 WIB 2. Laporan Progres pembenasan lahan dan proyek pembangunan Runway 3 dan DH
RR. Cattleya, Kantor Pusat East Connecting Taxiway DC
PT Angkasa Pura II 3. Radirtas DA
Friday, March 15, 2019 1. Revenues Committee
13.00 - 16.00 WIB 2. Progress Report on Land Acquisition and Development Project of Runway 3 and
Cattleya Meeting Room, East Connecting Taxiway


No
10 Jumat, 22 Maret 2019 Laporan Hasil Pengukuran Implementasi Core Value Perusahaan, Organization PD
Pukul 13.00 WIB s.d Selesai Culture Health Index & Arsitektur kepemimpinan Tahun 2018 DO
RR. Wijayakusuma, Ged.600 Report on the Measurement Results of Implementation of the Company's Core DF
Friday, March 22, 2019 Values, Organization Culture Health Index & Leadership Architecture in 2018 DA
13.00 - End
Wijayakusuma Meeting Room,
Building 600
11 Jumat, 29 Maret 2019 1. Laporan Progres Pembebasan Lahan dan Proyek Pembangunan Runway 3 dan PD
Pukul 13.00 s.d. 19.00 WIB East Connecting Taxiway DC
RR. Catleya, Kantor Pusat 2. Budget & Revenue Committee DF
PT Angkasa Pura II 3. Inorganic Business Planning DH
Friday, March 29, 2019 4. BOD Performance Subsidiary
13.00 - 19.00 WIB 5. Radirtas
Cattleya Meeting Room, 1. Progress Report on Land Acquisition and Development Project of Runway 3 and
Head Office of PT Angkasa Pura II East Connecting Taxiway
2. Budget & Revenues Committee
3. Inorganic Business Planning
4. Performance of Subsidiaries’ BOD
5. Radirtas
12 Kamis, 04 April 2019 1. Revisi SK Wali Bandara PD

Pukul 13.00 WIB 2. Laporan Progres Pembebasan Lahan dan Proyek Pembangunan Runway 3 dan DO
RR. Catleya, Kantor Pusat East Connecting Taxiway DA
PT Angkasa Pura II (Persero) 3. Revenue Commitee
Thursday, April 4, 2019 4. Capex Disbursement Plan
13.00 WIB 5. Usulan RKAP Dapenda Tahun 2019
Cattleya Meeting Room, 1. Revised Decree of Airport Representatives
Head Office of PT Angkasa Pura 2. Progress Report on Land Acquisition and Development Project of Runway 3 and
II (Persero) East Connecting Taxiway
3. Revenues Commitee
4. Capex Disbursement Plan
5. Proposed 2019 RKAP of Dapenda
13 Selasa, 09 April 2019 1. Laporan Progres Pembebasan Lahan dan Proyek Pembangunan Runway 3 dan BOD
Pukul 13.00 s.d 18.00 WIB East Connecting Taxiway
Ruang Sabang 6, Hotel Mercure 2. Revenue Committee
Sabang-Jakarta 3. Simulasi Tarif
Tuesday, April 9, 2019 4. Jadwal RUPS Anak Perusahaan
13.00 – 18.00 WIB 5. Pembahasan Draft NKU tahun 2019
Sabang 6 Meeting Room, Hotel 6. Capex Disbursement Plan
Mercure Sabang-Jakarta 7. Usulan RKAP Dapenda Tahun 2019
8. Laporan terkait dengan Aset PT Angkasa Pura II yang Terkena Proyek Jalan Tol
Cengkareng-Batu Ceper-Kunciran
3. Tariff Simulation
4. Schedule of Subsidiaries' GMS
5. Discussion on the 2019 NKU Draft
7. Proposal of the 2019 RKAP of Dapenda
8. Reports related to Assets of PT Angkasa Pura II affected by the Cengkareng-Batu
Ceper-Kunciran Toll Road Project
14 Selasa, 16 April 2019 1. Persiapan Rapim Q2 Tahun 2019 PD

Pukul 13.00 s.d. 19.30 WIB 2. Program Kinerja Operasi Layanan Bisnis PT Gapura Angkasa DO
Ruang Rapat Catleya, Lantai 6, 3. Laporan Progres Pembebasan Lahan dan Proyek Pembangunan Runway 3 dan DA
Kantor Pusat PT Angkasa Pura II East Connecting Taxiway DF
Tuesday, April 16, 2019 4. Revenue Committee DC
13.00 - 19.30 WIB 5. Radirtas
Catleya Meeting Room, 6th Floor, 1. Preparation of the Leaders Meeting for the 2nd Quarter of 2019
Head Office of PT Angkasa Pura II 2. Operational Performance Program of Business Services of PT Gapura Angkasa
5. Radirtas


No
15 Selasa, 30 April 2019 1. Revenue Committee PD

Pukul 10:00 s.d. 18:00 WIB 2. Red Alert Traffic Tsunami Report DO
Ruang Rapat Catleya, Lantai 6, 3. Keputusan Pelimpahan Pekerjaan Implementasi Strategic Partnership Kualanamu DC
Kantor Pusat PT Angkasa Pura II (KNO) DH
Tuesday, April 30, 2019 4. Laporan Progres Pembebasan Lahan dan Proyek Pembangunan Runway 3 dan
10:00 - 18:00 WIB East Connecting Taxiway
Catleya Meeting Room, 5. Penyampaian Laporan Kajian Strategi Pengembangan CGK 2
6th Floor, Head Office of 6. Capex Disbursement Plan
PT Angkasa Pura II 1. Revenues Committee
2. Red Alert Traffic Tsunami Report
3. Decree on Job Delegation for Implementing Strategic Partnership of Kualanamu
(KNO)
5. Submission of Review Report of CGK 2 Development Strategy
16 Selasa, 07 Mei 2019 1. Radirtas BOD

Pukul 08.30 s.d 20.15 WIB 2. Laporan Progres Pembebasan Lahan dan Proyek Pembangunan Runway 3 dan
Ruang Rapat Wijayakusuma, East Connecting Taxiway
Lantai 6, Kantor Pusat 3. Progress Report Penyelesaian Tanah Eks Irigasi
PT Angkasa Pura II (Persero) 4. Usulan Financial Model Strategic Partnership Kualanamu
Tuesday, May 7, 2019 5. Revenue Committe (Periode Bulan Mei)
08.30 - 20.15 WIB 6. Rencana Perpindahan Penerbangan BDO ke KJT
Wijayakusuma Meeting Room, 7. Progres Workshop Maintenance
6th Floor, Head Office of 1. Radirtas
PT Angkasa Pura II (Persero) 2. Progress Report on Land Acquisition and Development Project of Runway 3 and
3. Progress Report on Ex-Irrigation Land Settlement
4. Proposal of Financial Model for Strategic Partnership of Kualanamu
5. Revenues Committee (Period of May)
6. Flight Transfer Plan from BDO to KJT
7. Progress of Maintenance Workshop
17 Selasa, 14 Mei 2019 1. Laporan Pengalihan Operasional Penerbangan dari Bandara HLP ke CGK BOD
Pukul 08.30 s.d 16.00 WIB 2. Laporan Estimasi Lost Revenue Akibat Pengalihan Penerbangan dari BDO ke KJT
Ruang Rapat Catleya, Lantai 6, 3. Red Alert Traffic Tsunami Report
Kantor Pusat PT Angkasa Pura II 4. Budget Committee
Tuesday, May 14, 2019 5. Revenue Committee
08.30 - 16.00 WIB 6. Radirtas: Kajian Kenaikan Manfaat Pensiun
Catleya Meeting Room, 7. Laporan Progres Pembebasan Lahan dan Proyek Pembangunan Runway 3 & East
6th Floor, Head Office of Connecting Taxiway
PT Angkasa Pura II 8. Konsep Tenant Mixing T2 Pasca LCCT 2F
9. Progres Pengembangan Bandara (membahas financial model, formula kontribusi
dan tidak tetap)
1. Report on Flight Operations Transfer from HLP Airport to CGK
2. Report on Estimated Loss on Revenues Due to Flight Transfer from BDO to KJT
4. Budget Committee
5. Revenues Committee
6. Radirtas: Study on Increased Pension Benefits
7. Progress Report on Land Acquisition and Development Project of Runway 3 & East
Connecting Taxiway
8. Concept of T2 Tenant Mixing Post-LCCT 2F
9. Airport Development Progress (discussing financial models, contribution and
non-permanent formulas)
18 Jumat, 24 Mei 2019 1. Paparan Laporan Manajemen Bulan April 2019 BOD
Pukul 08.30 s.d. 11.30 WIB 2. Laporan Estimasi Lost Revenue Pengalihan Operasional Penerbangan dari BDO
Ruang Mawar, Hotel Mulia- ke KJT
Jakarta 3. Usulan Support Marketing untuk Penerbangan Internasional yang Baru
Friday, May 24, 4. Radirtas
08.30 - 11.30 WIB 1. Expose of the Monthly Management Report - April 2019
Mawar Room, Hotel Mulia- 2. Report on Estimated Loss on Revenues Due to Flight Transfer from BDO to KJT
Jakarta 3. Proposal of Marketing Support for New International Flights
4. Radirtas


No
19 Selasa, 28 Mei 2019 1. Laporan Laporan Progres Pembebasan Lahan dan Proyek Pembangunan Runway BOD
Pukul 08.30 s.d 20.00 WIB 3 dan East Connecting Taxiway
Ruang Wijayakusuma, 2. Budget & Revenue Committee
Lantai 6 Kantor Pusat 3. Rencana Pembentukan Angkasa Pura Solusi Digital
PT Angkasa Pura II 4. BOD Subsidiary Performance:
Tuesday, May 28, 2019 a. PT APS;
08.30 - 20.00 WIB b. PT APK;
Wijayakusuma Room, c. PT APP;
6th Floor, Head Office of d. PT APA.
PT Angkasa Pura II 5. Financial & Operational Report PT Gapura Angkasa
6. Progres Program Direktorat yang dipaparkan di Rapim Q2 Tahun 2019
a. Direktorat Airport Service & Facility;
b. Direktorat Commercial & Business Development;
c. Direktorat Engineering & Operation;
d. Direktorat Human Capital, GA & IT;
e. Direktorat Finance.
Connecting Taxiway
2. Budget & Revenues Committee
3. Establishment plan of Angkasa Pura Solusi Digital
4. Performance of Subsidiaries’ BOD:
a. PT APS;
b. PT APK;
c. PT APP;
d. PT APA.
5. Financial & Operational Report of PT Gapura Angkasa
6. Progress of Directorate Programs exposed in the Leaders Meeting for the 2nd
Quarter
of 2019
a. Direktorat Airport Service & Facility;
b. Direktorat Commercial & Business Development;
c. Direktorat Engineering & Operation;
d. Direktorat Human Capital, GA & IT;
e. Direktorat Finance.
20 Selasa, 11 Juni 2019 1. Radirtas BOD

Pukul 08.30 s.d. 21.00 WIB 2. Progress Report dan Persiapan Assessment KPKU
Ruang Catleya, Lantai 6 Kantor 3. Laporan Progres Pembebasan Lahan dan Proyek Pembangunan Runway 3 dan
Pusat PT Angkasa Pura II East Connecting Taxiway
Tuesday, June 11, 2019 4. Revenue Committee
08.30 - 21.00 WIB 5. Red Alert Traffic Tsunami Report
Catleya Room, 6th Floor, 6. Progres Cargo Village
2. Progress Report and Assessment Preparation of KPKU
Connecting Taxiway
4. Revenues Committee
6. Progress on Cargo Village
21 Jumat 21 Juni 2019 Assessment KPKU BOD

Pukul 08.00 s.d 10.00 WIB KPKU Assessment
Di Auditorium, Lt.D Kantor Pusat
PT Angkasa Pura II
Friday, June 21, 2019
08.00 - 10.00 WIB
Auditorium, D Floor, Head Office
of PT Angkasa Pura II
22 Selasa, 25 Juni 2019 1. Usulan Pemberian Operation Incentive Scheme Tindak Lanjut Rapat Kemenko BOD
Pukul 12.00 s.d. 13.00 WIB Perekonomian Tanggal 20 Juni 2019
Ruang Wijayakusuma, 2. Share Holder Agreement PT BIJB
Lantai 6 Kantor Pusat 1. Proposal for the Provision of Operations Incentive Scheme as Follow-up of the
PT Angkasa Pura II Coordinating Ministry for Economic Affairs Meeting on June 20, 2019
Tuesday, June 25, 2019 2. Shareholders Agreement of PT BIJB
12.00 - 13.00 WIB Wijayakusuma
Room, 6th Floor, Head Office of
PT Angkasa Pura II


No
23 Selasa, 3 Juli 2019 1. Red Alert Traffic Tsunami Report PD

Pukul 08.30 s.d 17.00 WIB 2. Laporan Progres Pembebasan Lahan dan Proyek Pembangunan Runway 3 dan DO
Ruang Rapat Cattleya, East connecting taxiway DF
Lantai 6 Kantor Pusat 3. Operation Shut Down Terminal 1C Bandara Internasional Soekarno-Hatta DA
PT Angkasa Pura II 4. Go Rebound Initiatives Program Task Force 2019 DC
Tuesday, July 3, 2019 5. Pendayagunaan Aset KNO kepada PT Angkasa Pura Aviasi
08.30 - 17.00 WIB 6. Radirtas
Cattleya Meeting Room, 7. Progres Penanganan Audit Angkasa Pura II Pasca LHP BPK yang Masih Harus
6th Floor, Head Office of Ditindaklajuti
PT Angkasa Pura II 1. Red Alert Traffic Tsunami Report
Connecting Taxiway
3. Operations Shutdown of Terminal 1C of Soekarno-Hatta International Airport
4. Go Rebound Initiatives Program Task Force 2019
5. Utilization of KNO Assets to PT Angkasa Pura Aviasi
6. Radirtas:
7. Audit Handling Progress of Angkasa Pura II Post LHP BPK which must still be
followed up
24 Rabu, 10 Juli 2019 1. Kick off Meeting Satgas Strategic Partnership KNO PD
Pukul 08.30 s.d 14.30 WIB 2. Basic Design Pembangunan Workshop Maintenance DF
Ruang Rapat Wijayakusuma, 3. Go Rebound Initiatives Program Task Force 2019 DA
Lantai 6 Kantor Pusat 4. Update Report Operation Incentive Scheme DC
PT Angkasa Pura II 1. Kick-off Meeting for Task Force of KNO Strategic Partnership
Wednesday, July 10, 2019 2. Basic Design of Maintenance Workshop Development
08.30 - 14.30 WIB 3. Go Rebound Initiatives Program Task Force 2019
Wijayakusuma Meeting Room, 4. Update Report on Operations Incentive Scheme
6th Floor, Head Office of
PT Angkasa Pura III
25 17 Juli 2019 BOD Subsidiary Performance: PD

Pukul 09.00 WIB 1. PT Angkasa Pura Solusi DO
Ruang Rapat Sabang 2, 2. PT Angkasa Pura Kargo DF
Hotel Mercure Jakarta Sabang. 3. PT Angkasa Pura Propertindo DA
July 17, 2019 4. PT Angkasa Pura Aviasi DC
09.00 WIB 5. PT Gapura Angkasa
Sabang 2 Meeting Room, Hotel Performance of Subsidiaries’ BOD:
Mercure Jakarta Sabang. 1. PT Angkasa Pura Solusi
2. PT Angkasa Pura Kargo
3. PT Angkasa Pura Propertindo
4. PT Angkasa Pura Aviasi
5. PT Gapura Angkasa
26 Rabu, 24 Juli 2019 1. Evaluasi Pencapaian Kinerja Perseroan Semester 1 2019 dan Rencana Tindak PD
Pukul 09.00 s.d. 15.00 WIB lanjut Hasil Rapim Q3/2019 meliputi: DO
Ruang Rapat Wijayakusuma, a. Paparan Evaluasi Pencapaian dan Prognosa Kinerja Revenue DF
Lantai 6 Kantor Pusat b. Paparan Evaluasi Pencapaian dan Prognosa Kinerja Biaya DA
PT Angkasa Pura II c. Paparan Evaluasi Pencapaian dan Prognosa Kinerja Capex Update Progress DC
Wednesday, July 24, 2019 Report KSP 3 Bandara Pembahasan
09.00 - 15.00 WIB 2. Draft Final Share Holder Agreement dan Master Agreement Strategic Partnership
Wijaya Kusuma Meeting Room, KNO
6th Floor, Building 600, Head 3. Update Progress Report KSP 3 Bandara
Office of PT Angkasa Pura II 1. Evaluation of the Company's Performance Achievement in 1st Semester of 2019
(Persero) and the Follow-up Plan for Results of Leaders Meeting in the 3rd Quarter of 2019
include:
a. Expose of the Evaluation of Revenues Performance Achievement and
Prognosis
b. Expose of the Evaluation of Costs Performance Achievement and Prognosis
c. Expose of the Evaluation of Capex Performance Achievement and Prognosis
2. Update Progress Report of Cooperation Utilization (KSP) of 3 Airports
3. Discussion on Final Draft of Shareholders and Master Agreement of KNO Strategic
Partnership
27 30 Juli 2019 1. Evaluasi Semester I dan Prognosa Biaya (Biaya Penyusutan dan Biaya Bunga) PD
Pukul 09.00 WIB 2. Laporan Manajemen Triwulan II Tahun 2019 dan Prognosa semester II tahun 2019 DF
Ruang Rapat EGM Kantor 3. Kesiapan Operasionalisasi Runway 3 Bandara Soekarno-Hatta DC
Cabang Halim Perdanakusuma 4. Pembahasan persetujuan pembelian saham PT BIJB DO
- Jakarta


No
27 July 30, 2019 1. Evaluation of 1st Semester and Prognosis of Costs (Depreciation Costs and PD
09.00 WIB Interest Costs) DF
EGM Meeting Room, Branch 2. Management Report of the 2nd Quarter of 2019 and Prognosis of the 2nd semester DC
Office of Halim Perdanakusuma of 2019 DO
- Jakarta 3. Operational readiness for Runway 3 of Soekarno-Hatta Airport
4. Discussion on approval of the purchase of PT BIJB shares
28 Kamis, 08 Agustus 2019 1. Evaluasi Kinerja Keuangan Semester I dan serta Prognosa Semester II BOD
Pukul 10.00 WIB s.d selesai Tahun 2019
Ruang Rapat Cattleya Lantai 6, 2. Laporan Operasi Terbatas Runway 3 Bandara Soekarno-Hatta
Gedung 600 Kantor Pusat 3. Optimalisasi Aset Garbarata Ex Bandara Soekarno Hatta
PT Angkasa Pura II (Persero) 4. Portfolio Alignment Anak Perusahaan
Thursday, August 8, 2019 5. Radirtas
10.00 WIB - End 1. Financial Performance Evaluation of 1st Semester and Prognosis of 2nd Semester
Wijaya Kusuma Meeting Room, of 2019
6th Floor, Building 600, Head 2. Limited Operations Report of Runway 3 of the Soekarno-Hatta Airport
Office of PT Angkasa Pura II 3. Optimization of the Jet Bridge Assets of Ex Soekarno-Hatta Airport
(Persero) 4. Portfolio Alignment of Subsidiaries
5. Radirtas
29 Senin, 12 Agustus 2019 1. Pembahasan Lanjutan Optimalisasi Aset Garbarata Ex Bandara Soekarno Hatta BOD
Pukul 13.00 WIB s.d selesai 2. Portfolio Alignment Anak Perusahaan
Ruang Rapat AOCC Gedung 631, 3. Usulan Revisi Investasi Tahun 2019
Bandara Soekarno-Hatta 1. Further Discussion on Optimization of the Jet Bridge Assets of Ex Soekarno-
Monday, August 12, 2019 Hatta Airport
13.00 WIB - End 2. Portfolio Alignment of Subsidiaries
AOCC Meeting Room, Building 3. Proposal of Revised 2019 Investment
631, Soekarno-Hatta Airport
30 Kamis, 15 Agustus 2019 1. Pembahasan Lanjutan Optimalisasi Aset Garbarata Ex Bandara Soekarno Hatta BOD
Pukul 10.00 WIB s.d selesai 2. Portfolio Alignment Anak Perusahaan
Coworking Space Terminal 3, 3. Usulan Revisi Investasi Tahun 2019
Bandara Soekarno-Hatta 4. Go Rebound Initiatives Program Task Force 2019
Thursday, August 15, 2019 5. Paparan Kinerja Usaha Perseroan Bulan Juli 2019 dan YTD 2019
10.00 WIB - End 6. Paparan EGM BSH meliputi :
Coworking Space, Terminal 3, a. Progress Report Shut Down Terminal 1C
Soekarno-Hatta Airport b. Perpindahan Operasional Citilink dari Terminal 1C ke Terminal 2
1. Further Discussion on Optimization of the Jet Bridge Assets of Ex Soekarno-
Hatta Airport
2. Portfolio Alignment of Subsidiaries
3. Proposal of Revised 2019 Investment
5. Expose of the Company’s Business Performance in July 2019 and YTD 2019
6. Expose of BSH EGM includes:
a. Progress Report of Shutdown at Terminal 1C
b. Operational Transfer of Citilink from Terminal 1C to Terminal 2
31 Jumat, 23 Agustus 2019 1. Kick off Tim Persiapan Implementasi Holding BUMN sarana dan Prasarana BOD
Pukul 08.30 WIB s.d selesai Perhubungan Udara
Ruang Rapat AOCC, Gedung 631 2. Strategic Partnership KNO Management Presentation Feedback
Bandara Soekarno-Hatta 3. Paparan Tim Strategic Investment meliputi :
a. Rencana Reaktivasi PT Angkasa Pura Adhilenka;
b. Rencana Investasi Penyertaan Modal kepada PT Fintek Karya Nusantara
(Link Aja);
c. Persetujuan Proposal Tender di Bandara Labuan Bajo
4. Usulan Revisi RKAP 2019
5. Laporan Pertanggungjawaban Kinerja Dapenda Tahun 2019
6. Pembahasan Draft NKU 2019
7. Radirtas


No
31 Friday, August 23, 2019 1. Kick-off for the Preparation Team of the Implementation of SOEs Holding Facilities BOD
08.30 WIB - End and Infrastructure of Air Transportation
AOCC Meeting Room, Building 2. KNO Strategic Partnership Management Presentation Feedback
631, Soekarno-Hatta Airport 3. Expose of the Strategic Investment Team includes:
a. Reactivation Plan of PT Angkasa Pura Adhilenka;
b. Investment Plan of Capital Participation to PT Fintek Karya Nusantara (Link Aja);
c. Approval of Tender Proposals at Labuan Bajo Airport
4. Proposal of the Revised 2019 RKAP
5. Report of 2019 Dapenda Performance Accountability
6. Discussion of 2019 NKU Draft
7. Radirtas
32 Kamis, 29 Agustus 2019 1. Pengalihan tugas pokok, fungsi dan peta peran sesuai keputusan RUPS BOD
Pukul 13.00 WIB s.d selesai 2. BOD Subsidiary Performance:
Ruang Rapat Wijaya Kusuma a. PT APS;
Lt. 6 Kantor Pusat PT Angkasa b. PT APK (termasuk persetujuan pengembangan bisnis Anorganic);
Pura II (Persero) c. PT APP;
Thursday, August 29, 2019 d. PT APA (termasuk laporan Progres Strategic Partnership KNO).
13.00 WIB - End 1. Transfer of main duties, functions and role maps according to the GMS resolutions
Wijaya Kusuma Meeting Room, 2. Performance of Subsidiaries' BOD :
6th Floor, Building 600, Head a. PT APS;
Office of PT Angkasa Pura II b. PT APK (including the approval of Inorganic business development);
(Persero) c. PT APP;
d. PT APA (including the progress report of KNO Strategic Partnership).
33 Senin, 02 September 2019 1. Laporan Progres Lelang Terminal 4 Bandara Soekarno-Hatta BOD
Pukul 13.00 WIB s.d selesai 2. Laporan tentang Pembangunan Cargo Village
Ruang Rapat Wijaya Kusuma 1. Progress Report of Terminal 4 Auction of Soekarno-Hatta Airport
Lt. 6 Kantor Pusat 2. Report on Cargo Village Development
Monday, September 2, 2019
13.00 WIB - End
Wijaya Kusuma Meeting Room,
6th Floor, Building 600, Head
Office of PT Angkasa Pura II
(Persero)
34 Selasa, 10 September 2019 1. Go Rebound Initiatives Program Task Force 2019 BOD
Pukul 08.30 WIB s.d selesai 2. Evaluasi Kinerja Keuangan Semester I dan serta Prognosa Semester II Tahun 2019
Ruang Rapat Wijaya Kusuma 3. Rencana Pengembangan Smart & Connected Airport di RKAP 2019 dan 2020
Lt. 6, Kantor Pusat 4. Paparan Tim Implementasi Penyusunan RKAP Tahun 2020
PT Angkasa Pura II (Persero) 5. Berita Acara Rencana Pengoperasian Runway 3 dan East Connecting Taxiway
Tuesday, September 10, 2019 Bandara International Soekarno-Hatta
08.30 WIB - End 6. Rencana Pengelolaan Hotel Terminal 3 International
Wijaya Kusuma Meeting Room, 7. Evaluasi dan Tindak Lanjut Proses BANI THT serta Tindak Lanjut THT Pensiunan
6th Floor, Building 600, Head Pasca BANI
Office of PT Angkasa Pura II 8. Implementasi Integrated Talent Management System PT Angkasa Pura II (Persero)
(Persero) 9. Progres Penanganan Maintenance Skytrain
2. Financial Performance Evaluation of the 1st Semester and Prognosis for the 2nd
Semester of 2019
3. Smart & Connected Airport Development Plan in the RKAP of 2019 and 2020
4. Expose of the 2020 RKAP Preparation Team
5. Minutes of Operations Plan for Runway 3 and East Connecting Taxiway of the
6. Hotel Management Plan of the Terminal 3 International
7. Evaluation and Follow-Up of Process for old-age savings (THT) of BANI Arbitration
Center and Follow-Up for old-age savings (THT) of Pensionary Post BANI Arbitration
Center
8. Implementation of Integrated Talent Management System of PT Angkasa Pura II
(Persero)
9. Progress of Skytrain Maintenance Handling


No
35 Rabu, 18 September 2019 1. Go Rebound Initiatives Program Task Force 2019 DE, DC, DS,
Pukul 13.00 WIB s.d selesai 2. Rencana Pengembangan Smart & Connected Airport di RKAP 2019 dan 2020 DA, DH
Ruang Rapat Wijaya Kusuma 3. Pembahasan Lanjutan Usulan Revisi RKAP 2019
Lantai 6 Gedung 600 Kantor 4. Rencana Pengelolaan Cargo Village Bandara Soekarno Hatta
Pusat PT Angkasa Pura II 1. Go Rebound Initiatives Program Task Force 2019
(Persero) 2. Plan of Smart & Connected Airport Development in the RKAP of 2019 and 2020
Wednesday, September 18, 2019 3. Further discussion on the proposal of the Revised 2019 RKAP
13.00 WIB - End 4. Management Plan of Cargo Village of the Soekarno-Hatta Airport
(Persero)
36 Selasa, 24 September 2019 1. Go Rebound Initiatives Program Task Force 2019 BOD
Pukul 10.00 WIB s.d selesai 2. Evaluasi Semester I dan Prognosa Semester II Tahun 2019
Ruang Rapat Wijaya Kusuma 3. Status Hukum & Tindak Lanjut Pengelolaan Aset Bandara Halim Perdanakusuma
Lantai 6 Gedung 600, Kantor 4. Rencana Pengelolaan Cargo Village Bandara Soekarno Hatta dan Rencana Right
Pusat PT Angkasa Pura II Issue PT Gapura Angkasa
(Persero) 5. Pembentukkkan Draft CAM 2020
Tuesday, September 24, 2019 6. Evaluasi Kinerja Operasi dan Komersial Pasca Migrasi sebagian Traffic dari BDO
10.00 WIB - End ke KJT
Wijaya Kusuma Meeting Room, 1. Go Rebound Initiatives Program Task Force 2019
6th Floor, Building 600, Head 2. Evaluation of the 1st Semester and Prognosis of the 2nd Semester of 2019
Office of PT Angkasa Pura II 3. Legal Status & Follow-Up of the Assets Management of Halim Perdanakusuma
(Persero) Airport
4. Management Plan of Cargo Village of the Soekarno-Hatta Airport and the Rights
Issue plan of PT Gapura Angkasa
5. Establishment of the 2020 CAM Draft
6. Evaluation of the Operational and Commercial Performance Post Migration of
some Traffic from BDO to KJT
37 Selasa, 1 Oktober 2019 1. Go Rebound Initiatives Program Task Force 2019 BOD
Pukul 10.00 WIB s.d selesai 2. Pembahasan Status Tanah Runway 3
Ruang Rapat Wijaya Kusuma 3. Progres Audit BPK untuk PMN
Lantai 6 Gedung 600, Kantor 4. Status Hukum dan Tindak Lanjut Pengelolaan Aset Bandara Halim
Pusat PT Angkasa Pura II Perdanakusuma
(Persero) 5. Komersialisasi Area Mezzanine T3 BSH (eks Taurus Gemilang)
Tuesday, October 1, 2019 6. Laporan Kajian Optimalisasi Sumber Pendanaan PT Angkasa Pura II (Persero)
10.00 WIB - End 7. Pembahasan Draft CAM 2020
Wijaya Kusuma Meeting Room, 8. Pembahasan Rolling Plan RJPP 2016-2020
6th Floor, Building 600, Head 9. Rencana Pengelolaan Cargo Village Bandara Soekarno-Hatta
Office of PT Angkasa Pura II 10. Pengalihan Anggaran Rencana Strategic Partnership KNO
(Persero) 1. Go Rebound Initiatives Program Task Force 2019
2. Discussion on the Land Status of Runway 3
3. BPK Audit Progress for State Equity Participation
4. Legal Status and Follow-Up of the Assets Management of Halim Perdanakusuma
Airport
5. Commercialization of the Mezzanine Area of T3 BSH (ex Taurus Gemilang)
6. Report of the Funding Sources Optimization Study of PT Angkasa Pura II (Persero)
7. Discussion on the 2020 CAM Draft
8. Discussion on the 2016-2020 RJPP Rolling Plan
9. Management plan of Cargo Village of the Soekarno-Hatta Airport'
10. Budget Diversion of the KNO Strategic Partnership Plan
38 Selasa, 22 Oktober 2019 1. Persiapan Rapat Pimpinan Q4 Tahun 2019 BOD

Pukul 08.30 WIB s.d selesai 2. Penataan Pembiayaan Perusahaan (Corporate Financing) : Hutang Existing VS
Ruang Rapat Wijaya Kusuma Hutang Masa Kedepan
Lantai 6 Gedung 600, Kantor 3. Program Strategis Perusahaan Pasca Right Issue Gapura dan Pasca Direct
Pusat PT Angkasa Pura II Placement BIJB
(Persero) 4. Progres Design Cargo Village
5. Radirtas
6. Draft Key Performance Indicator Tahun 2020
7. Pembahasan RKAP Tahun 2020


No
38 Tuesday, October 22, 2019 1. Preparation for the Leaders Meeting for the 4th Quarter of 2019 BOD
08.30 WIB - End 2. Corporate Financing arrangement: Existing Debt VS Future Debt
Wijaya Kusuma Meeting Room, 3. Corporate Strategic Programs of the Post Rights Issue of Gapura and Post Direct
6th Floor, Building 600, Head Placement of BIJB
Office of PT Angkasa Pura II 4. Progress of Cargo Village Design
(Persero) 5. Radirtas
6. Draft of the 2020 Key Performance Indicator
7. Discussion on the 2020 RKAP
39 Rabu, 30 Oktober 2019 1. Pembahasan Tindak Lanjut Proses Strategic Partnership KNO BOD
Pukul 08.00 WIB s.d selesai 2. Update Proses Rencana Holding BUMN Sarana dan Prasarana Perhubungan
Ruang Rapat Wijaya Kusuma Udara
Lantai 6, Gedung 600, Kantor 1. Discussion on the Follow-Up of KNO Strategic Partnership Process
Pusat PT Angkasa Pura II 2. Update on the Plan Process of SOEs Holding Facilities and Infrastructure
(Persero) of Air Transportation
Wednesday, October 30, 2019
08.00 WIB - End
(Persero)
40 Rabu, 30 Oktober 2019 1. Pembahasan Tindak Lanjut Proses Strategic Partnership KNO PD, DF, DS, DE, DO
Pukul 08.00 WIB s.d selesai 2. Rencana Bandara Husein Sastranegara (BDO) sebagai ATR Hub
Ruang Rapat Wijaya Kusuma 1. Discussion on the Follow-Up of KNO Strategic Partnership Process
Lantai 6, Gedung 600, Kantor 2. Plan of making Husein Sastranegara (BDO) Airport as ATR Hub
Pusat PT Angkasa Pura II
(Persero)
Wednesday, November 6, 2019
13.00 WIB - End
(Persero)
41 Selasa, 12 November 2019 1. Rencana Investasi Penyertaan Modal kepada PT Fintek Karya Nusantara PD, DE, DC, DS, DO,
Pukul 10.00 WIB s.d selesai (Link Aja) DH
Ruang Rapat Wijaya Kusuma 2. Progres Design Cargo Village
Lantai 6, Gedung 600, Kantor 3. Laporan Perubahan Brandline Logo PT Angkasa Pura II (Persero)
Pusat PT Angkasa Pura II 4. Update Progres Pembangunan Runway 3 dan East Cross Taxiway
(Persero) 5. Update Progres Penyiapan Sarana dan Prasarana Maintenance Facilities APMS
Tuesday, November 12, 2019 1. Investment Plan for Capital Participation to PT Fintek Karya Nusantara
10.00 WIB - End (Link Aja)
Wijaya Kusuma Meeting Room, 2. Progress of Cargo Village Design
6th Floor, Building 600, Head 3. Report of Changes in Brandline Logo of PT Angkasa Pura II (Persero)
Office of PT Angkasa Pura II 4. Update on the Development Progress of Runway 3 and East Cross Taxiway
(Persero) 5. Update on the Progress of Maintenance Facilities and Infrastructure for APMS
Facilities
42 Rabu, 20 November 2019 1. Update Progres Sub Gardu Induk Listrik PD, DH, DF, DS, DE,
Pukul 14.00 WIB s.d selesai 2. SOP Kerjasama PD 54 DO
Ruang Rapat Sabang 6, Hotel 3. Prognosa Pencapaian KPI Perusahaan 2019
Mercure Sabang, Jakarta 4. Rencana Pembangunan Integrated Building
Wednesday, November 20, 2019 5. Radirtas
14.00 WIB - End 1. Progress Update on Electrical Substations
Sabang 6 Meeting Room, Hotel 2. Cooperation SOPs of PD 54
Mercure Sabang, Jakarta 3. Prognosis of the 2019 Corporate KPI Achievements
4. Integrated Building Development Plan
5. Radirtas
43 Rabu, 27 November 2019 1. Prognosa Pencapaian KPI Perusahaan 2019 PD, DX, DE,
Pukul 08.30 WIB s.d selesai 2. Pembahasan Usulan RKAP Tahun 2020 DS, DO, DH, DF
RR. Wijaya Kusuma Lantai 6, 3. Rencana Pengembangan Renewable Energy di Bandara PT Angkasa Pura II
Gedung 600 Kantor Pusat (Persero)
PT Angkasa Pura II (Persero) 4. Evaluasi Kinerja Operasi Bandara Kertajati
5. Update Progres Pembangunan Runway 3 dan East Connection Taxiway BSH
6. Rencana Pengoperasian Runway 3 dan East Connection Taxiway BSH
7. Tinjut Surat KPK kepada Menteri Perhubungan mengenai Konsesi Bandara


No
43 Wednesday, November 27, 2019 1. Prognosis of the 2019 Corporate KPI Achievements PD, DX, DE,
08.30 WIB - End 2. Discussion on the Proposed 2020 RKAP DS, DO, DH, DF
Wijaya Kusuma Meeting Room, 3. Renewable Energy Development Plans at Airports of PT Angkasa Pura II (Persero)
6th Floor, Building 600, Head 4. Evaluation of Kertajati Airport Operational Performance
Office of PT Angkasa Pura II 5. Runway 3 Development Progress Update and East Connection Taxiway of BSH
(Persero) 6. Runway 3 Operations Plan and East Connection Taxiway of BSH
7. Follow-up on the KPK's letter to the Minister of Transportation on Airport
Concession
44 Selasa, 03 Desember 2019 1. Pembahasan Agenda Rapat Gabungan tentang RUPS RKAP Tahun 2020 PD, DX, DS,
Pukul 09.00 WIB s.d selesai 2. Paparan Direktur Utama PT BIJB meliputi : DC, DH, DE, DO
Ruang Rapat Wijaya Kusuma a. Pengelolaan Area Komersial Bandara Kertajati;
Lt. 6 Gedung 600, Kantor Pusat b. Prognosa Laporan Keuangan PT BIJB Tahun 2019 (Special Report Prognosa
PT Angkasa Pura II (Persero) Laporan Keuangan Bandara Kertajati Tahun 2019);
Tuesday, December 3, 2019 c. RKAP PT BIJB Tahun 2020 (Special Report RKAP Bandara Kertajati Tahun 2020).
09.00 WIB – End 3. Pembahasan dan Review PD 055/2015
Wijaya Kusuma Meeting Room, 4. Paparan Integrated Building untuk Layanan Public Transportation CGK meliputi :
6th Floor, Building 600, Head a. Progres Pembangunan Gedung;
Office of PT Angkasa Pura II b. Konsep Integrated Building;
(Persero) c. Rencana Pengembangan dan Komersialisasi.
5. Kebijakan Strategis dan Rencana Pengembangan Renewable Energy di Bandara-
Bandara PT Angkasa Pura II (Persero)
1. Discussion on Joint Meeting Agenda regarding 2020 RKAP GMS
2. Expose of the President Director of PT BIJB includes:
a. Management of Kertajati Airport's Commercial Area;
b. b. Prognosis of 2019 Financial Statements of PT BIJB (Special Report Prognosis
of 2019 Financial Statements of Kertajati Airport);
c. PT BIJB's 2020 RKAP (Special Report of Kertajati Airport's 2020 RKAP).
3. Discussion and Review of PD 055/2015
4. 4. Expose of Integrated Building for CGK Public Transportation Services:
a. Building Development Progress;
b. Integrated Building Concept;
c. Development and Commercialization Plan.
5. Strategic Policies and Renewable Energy Development Plans at Airports of PT
Angkasa Pura II (Persero)
45 Rabu, 11 Desember 2019 1. Radirtas PD, DX, DC,

Pukul 08.00 WIB s.d selesai 2. Paparan Materi Sosialisasi Pengoperasian Runway 3 BSH DH, DF, DO, DE
Ruang Halim Perdanakusuma 3. Usulan Clustering Organisasi dan Struktur Organisasi 3 (tiga) Bandara Baru (BKS,
Lantai 3, Gedung Airport TJQ & TKG)
Learning Center, Bandara 1. Radirtas
Soekarno-Hatta 2. Expose of Socialization Material of Runway 3 BSH Operations
Wednesday, December 11, 3. Proposals of Organizational Clustering and Organizational Structure of 3 (three)
08.00 WIB - End New Airports (BKS, TJQ & TKG)
Halim Perdanakusuma Meeting
Room, 3rd Floor, Airport Learning
Center Building, Soekarno-Hatta
Airport
46 Senin, 23 Desember 2019 1. Kajian Pendanaan RKAP Tahun 2020 BOD

Pukul 13.00 WIB s.d selesai 2. Paparan Integrated Building untuk Layanan Public Transportation CGK & Rencana
Ruang Rapat Wijaya Kusuma Pengembangan dan Komersialisasi Integrated Building Hotel & Convention CGK
Lantai 6, Gedung 600 meliputi :
Kantor Pusat PT Angkasa Pura II a. Progres Pembangunan Gedung;
(Persero) b. Konsep Integrated Building;
c. Rencana Pengembangan dan Komersialisasi.
Pic : EDD, PT APP & PT Wika Realty
Peserta : BOD; Para SVP; EED; EDD; CSD; PT APP, PT Wika Realty.
3. Penataan Struktur Organisasi Anak Usaha PT Angkasa Pura II (Persero)


No
46 Monday, December 23, 2019 1. 2020 RKAP Funding Review BOD

13.00 WIB - End 2. Expose of Integrated Building for CGK Public Transportation Services & the
Wijaya Kusuma Meeting Room, Development and Commercialization Plan of CGK Integrated Building Hotel &
6th Floor, Building 600 Head Convention include:
Office of PT Angkasa Pura II a. Building Development Progress;
(Persero) b. Integrated Building Concept;
PIC: EDD, PT APP & PT Wika Realty
Participants: BOD; SVPs; EED; EDD; CSD; PT APP, PT Wika Realty.
3. Organizing the Organizational Structure of Subsidiaries of PT Angkasa Pura II
(Persero)
47 Jum'at, 27 Desember 2019 1. Radirtas PD, DX, DS,

Pukul 13.00 WIB s.d selesai 2. Persetujuan Struktur, Mekanisme Lelang dan Draft RFP Strategic Partnership KNO DH, DF, DC, DO
Ruang Rapat Wijaya Kusuma 3. Paparan Integrated Building untuk Layanan Public Transportation CGK & Rencana
Lantai 6, Gedung 600 Kantor Pengembangan dan Komersialisasi Integrated Building Hotel & Convention CGK
Pusat PT Angkasa Pura II meliputi :
(Persero) a. Progres Pembangunan Gedung;
Friday, December 27, 2019 b. Konsep Integrated Building;
13.00 WIB - End c. Rencana Pengembangan dan Komersialisasi.
Wijaya Kusuma Meeting Room, 4. Paparan Prognosa KPI dan Kinerja Kesehatan Perusahaan
6th Floor, Building 600 Head 1. Radirtas
Office of PT Angkasa Pura II 2. Approval of Structure, Auction Mechanisms and RFP Draft of KNO Strategic
(Persero) Partnership
3. Expose of Integrated Building for CGK Public Transportation Services & the
Development and Commercialization Plan of CGK Integrated Building Hotel &
Convention include:
a. Building Development Progress;
b. Integrated Building Concept;
4. Expose of KPI Prognosis and Company Sound Performance

Pengungkapan Hubungan Afiliasi Direksi, Dewan

Komisaris, dan Pemegang Saham
Disclosure of Affiliation Relationships of the Board of Directors,
Board of Commissioners and Shareholders
Sesuai dengan ketentuan yang berlaku, masing-masing In accordance with applicable provisions, each Company
organ Perseroan bersifat independen dan tidak saling organ is independent and does not interfere with one
mencampuri satu sama lain. Setiap anggota Direksi dapat another. Each member of the Board of Directors can act
bertindak independen dalam melaksanakan fungsi dan independently in carrying out their functions and duties
tugasnya baik secara individual maupun kolegial semata- both individually and collegially solely in the interests
mata demi kepentingan Perseroan. Hubungan antara of the Company. The relationship between the Board of
Dewan Komisaris dan Direksi adalah hubungan kerja Commissioners and the Board of Directors is a working
sebagai 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 Perseroan. management function of the Company.
Hubungan Afiliasi Anggota Direksi Affiliation Relationships of Members of the

Board of Directors
Hubungan keluarga dan kepengurusan perusahaan lain Family relationships and managerial relationships with other
anggota Direksi dengan sesama anggota Direksi dan/atau companies by members of the Board of Directors with fellow
anggota Dewan Komisaris serta Pemegang Saham selama members of the Board of Directors and/or members of the
periode tahun 2019 sebagai berikut: Board of Commissioners and Shareholders throughout the
period of 2019 as follows:
Nama Hubungan Keluarga dengan Organ Perseroan Hubungan Kepengurusan di Perusahaan Lain
Name Family Relationships with the Company Organs Managerial Relationships in Other Companies
Sebagai Dewan Sebagai Sebagai

Dewan Komisaris Direksi Pemegang
Komisaris Direksi Pemegang
Board of Board of Saham
As Board of As Board of Saham
Commissioners Directors Shareholders
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 ✓ ✓ ✓ ✓ ✓ ✓
Bayu Rafisukmawan ✓ ✓ ✓ ✓ ✓ ✓
Ajar Setiadi ✓ ✓ ✓ ✓ ✓ ✓



Armand Hermawan ✓ ✓ ✓ ✓ ✓ ✓
Djoko Murjatmodjo ✓ ✓ ✓ ✓ ✓ ✓
Ituk Herarindri ✓ ✓ ✓ ✓ ✓ ✓
Daan Achmad ✓ ✓ ✓ ✓ ✓ ✓
Hubungan Afiliasi Dewan Komisaris Affiliation Relationships of Members of the

Hubungan keluarga dan kepengurusan perusahaan lain Family relationships and managerial relationships with
anggota Dewan Komisaris dengan sesama anggota Dewan other companies by members of the Board of Commissioners
Komisaris dan/atau anggota Direksi serta Pemegang Saham with fellow members of the Board of Commissioners and/
selama periode tahun 2019 sebagai berikut: or members of the Board of Directors and Shareholders
throughout the period of 2019 as follows:


Iswan Elmi ✓ ✓ ✓ ✓ ✓ ✓
M. Harpin Ondeh ✓ ✓ ✓ ✓ ✓ ✓
Mohamad Pramintohadi
Sukarno ✓ ✓ ✓ ✓ ✓ ✓
Andus Winarno ✓ ✓ ✓ ✓ ✓ ✓
Dodi Iskandar ✓ ✓ ✓ ✓ ✓ ✓

Komite Audit
Audit Committee
Susunan Keanggotaan Komite Audit Composition of the Audit Committee Membership

Komite Audit Angkasa Pura II terdiri dari 1 (satu) orang The Audit Committee of Angkasa Pura II consists of 1 (one)
Ketua Komite dan 2 (dua) orang Wakil Ketua Komite yang Chairman and 2 (two) Vice Chairman who are Members of the
merupakan Anggota Dewan Komisaris dan 2 (dua) orang Board of Commissioners and 2 (two) Committee members
anggota Komite yang berasal dari pihak independen sebagai from independent parties as follows:
berikut:
Profil Anggota Komite Audit

Profile of the Audit Committee Members
Nama Jabatan Profil Ringkas Anggota Komite Audit

No.
Name Position Brief Profile of the Audit Committee Members
1 M. Harpin Ondeh Ketua Komite Audit Profil dapat dilihat di Bagian Profil Dewan Komisaris
Chairman of the Audit Profile can be seen in the Board of Commissioners Profile Section
Committee
2 Andus Winarno Wakil Ketua Komite Audit Profil dapat dilihat di Bagian Profil Dewan Komisaris
Vice Chairman of the Profile can be seen in the Board of Commissioners Profile Section
Audit Committee
3 Dodi Iskandar Wakil Ketua Komite Audit Profil dapat dilihat di Bagian Profil Dewan Komisaris
Vice Chairman of the Profile can be seen in the Board of Commissioners Profile Section
Audit Committee
4 Irwanda Wisnu Wardhana Anggota Komite Audit Warga Negara Indonesia, yang berdomisili di Jakarta lahir pada tanggal 21
Member of the Audit Juli 1980, saat ini berusia 38 tahun. Beliau memperoleh gelar sarjana dari
Committee 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; Kepala
Bagian Energi, PKPPIM, BKF Kemenkeu. Selain itu juga menjabat sebagai
Konsultan untuk UNPSA, Kementerian PAN-RB (2014-sekarang) dan Peneliti
Muda di Bidang Kebijakan Fiskal, LIPI (2012-sekarang). Beliau menjabat
sebagai anggota Komite Audit sejak 2016, melalui SK Dewan Komisaris No.
KEP.03.03/00.09.2016.0514.

Nama Jabatan Profil Ringkas Anggota Komite Audit

No.
Name Position Brief Profile of the Audit Committee Members
Indonesian citizen, domiciled in Jakarta, was 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 a Ph.D in Public Policy and Political Economy, University of Texas
in 2016. Before serving as a member of the Company's Audit Committee,
he had a career with the Ministry of Finance from (2007-2012) as a policy
analyst for PKSSI, BKF Ministry of Finance; Head of Energy Section, PKPPIM,
BKF of the Ministry of Finance. He also served as a Consultant for UNPSA,
the Ministry of PAN-RB (2014-now) and Young Researchers in the Field
of Fiscal Policy, LIPI (2012-now). He served as a member of the Audit
Committee since 2016, through the Board of Commissioners Decree No.
KEP.03.03/00.09.2016.0514.
5 Dewi Hanggraeni Anggota Komite Audit Warga Negara Indonesia, berdomisili di Jakarta. Beliau memperoleh gelar
Member of the Audit Sarjana Ekonomi dari Universitas Indonesia pada 1993, Master in Business
Committee Administration dari University of Arkansas di Fayetteville, Arkansas, USA,
1997 dan Doktor dari Universitas Gadjah Mada pada tahun 2009. Sebelum
menjabat sebagai anggota Komite Audit Perseroan, beliau menjabat juga
sebagai Wakil Direktur Utama di PT Daya Makara Universitas Indonesia
(2009-sekarang), pernah menjabat sebagai Direktur Kepatuhan dan
Manajemen Risiko di PT Jamsostek (Persero) pada tahun 2007-2008, serta
Direktur Keuangan, Administrasi dan SDM di Lembaga Manajemen Fakultas
Ekonomi Universitas Indonesia.
Indonesian citizen, domiciled in Jakarta. She obtained her Bachelor of
Economics degree from the University of Indonesia in 1993, Master in
Business Administration from the University of Arkansas in Fayetteville,
Arkansas, USA, 1997 and a Ph.D from Gadjah Mada University in 2009.
Before serving as a member of the Company's Audit Committee, she also
served as Vice President Director at PT Daya Makara Universitas Indonesia
(2009-now), once served as Director of Compliance and Risk Management
at PT Jamsostek (Persero) in 2007-2008, as well as the Director of Finance,
Administration and HR at the Management Institute of the Faculty of
Economics, University of Indonesia.
Independensi Komite Audit Independence of the Audit Committee

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

Table Independence of the Audit Committee
Aspek Independensi M. Harpin Andus Dodi Irwanda Wisnu Dewi

Independence Aspects Ondeh Winarno Iskandar Wardhana Hanggraeni
Tidak memiliki hubungan keuangan dengan Dewan Komisaris

dan Direksi
✓ ✓ ✓ ✓ ✓
Has no financial relationship with the Board of Commissioners
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

Aspek Independensi M. Harpin Andus Dodi Irwanda Wisnu Dewi

Independence Aspects Ondeh Winarno Iskandar Wardhana Hanggraeni
Tidak memiliki hubungan kepemilikan saham di PT Angkasa

Pura II (Persero)
✓ ✓ ✓ ✓ ✓
Has no shares ownership at PT Angkasa Pura II (Persero)
Tidak memiliki hubungan keluarga dengan Dewan Komisaris,

Direksi dan/atau sesama anggota Komite 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 No. KEP. Angkasa Pura II No: KEP. 218/KP.1013.3/APII-2003 dated
218/KP.1013.3/APII-2003 tanggal 1 Agustus 2003 Tentang August 1, 2003 on the Audit Committee Composition at
Pembentukan Komite Audit Perusahaan di Perseroan PT Angkasa Pura II and the implementation of its duties
(Persero) PT Angkasa Pura II serta dalam pelaksanaan fungsi and functions, the Audit Committee is also equipped with
dan tugasnya, Komite Audit dilengkapi dengan Piagam Committee Charter which consists of a clear job description.
(charter) Komite yang didalamnya memuat uraian tugas
secara jelas.
Sesuai KEP. 218/KP.1013.3/APII-2003 tanggal 1 Agustus 2003 In accordance with KEP. 218/KP.1013.3/APII-2003 dated
Komite Audit bertanggung jawab untuk: August 1, 2003, the Audit Committee is responsible for:
1. Menilai hasil pelaksanaan kegiatan serta 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 Perseroan serta the Company’s management control system and its
pelaksanaannya; implementation;
3. Memastikan bahwa telah terdapat prosedur review 3. Ensuring the existence of satisfactory review
yang memuaskan terhadap informasi yang dikeluarkan procedures towards the information shared by
PT Angkasa Pura II (Persero), termasuk brosur, laporan PT Angkasa Pura II (Persero), including brochure,
keuangan berkala, proyeksi/forecast dan lain-lain periodical financial statements, forecast/projection,
informasi keuangan yang disampaikan kepada and other financial information submitted to the
Pemegang Saham; Shareholders;
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 perundang-undangan 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
results of its work;
8. Komite Audit wajib membuat laporan khusus yang 8. The Audit Committee is required to make a special
berisi setiap temuan yang di perkirakan dapat report that consists of any findings that are expected to
mengganggu kegiatan PT Angkasa Pura II (Persero) disrupt the activities of PT Angkasa Pura II (Persero) to
yang disampaikan kepada Dewan Komisaris selambat- the Board of Commissioners at the latest of 10 working
lambatnya 10 hari kerja sejak tanggal temuan days since the date of finding been known.
diketahui.
Uraian Pelaksanaan Kegiatan Komite Audit Description of the 2019 Audit Committee Activities
Tahun 2019
Komite Audit telah melaksanakan beberapa kegiatan terkait The Audit Committee has carried out several activities related
audit dan pengawasan untuk memastikan implementasi Tata to auditing and supervision to ensure the implementation
Kelola Perusahaan atau Good Corporate Governance (GCG) of Good Corporate Governance (GCG) has been effectively
telah dikelola dengan efektif: managed:
Pelaksanaan kegiatan Komite Audit tahun 2018 dapat The implementation of the Audit Committee activities in 2018
dilaksanakan sesuai dengan rencana kerja yang sudah can be carried out in accordance with the work plan that
ditetapkan, secara umum kegiatan Komite Audit di has been set, in general, the Audit Committee activities are
kelompokan menjadi 3 (tiga) kelompok yaitu kegiatan rapat, grouped into 3 (three) groups, namely meeting activities,
kegiatan kunjungan kerja dan kegiatan seminar. Hal ini dapat work visit activities and seminar activities. These can be
digambarkan sebagai berikut: described as follows:
1. Kegiatan Rapat Komite Audit 1. Meeting Activities of the Audit Committee
Dalam melaksanakan kegiatan rapat, Komite Audit In carrying out meeting activities, the Audit Committee
telah melakukan rapat-rapat baik rapat rutin maupun has conducted meetings both routine and non-routine.
tidak rutin. Rapat rutin adalah rapat yang dilakukan Routine meetings are meetings that are held periodically
secara berkala dan berkelanjutan sedangkan rapat and continuously while non-routine meetings are
tidak rutin adalah rapat yang dilakukan berdasarkan 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. Work Visit Activities to the Branch Office of PT Angkasa
PT Angkasa Pura II (Persero) Pura II (Persero)
Dalam rangka memonitoring permasalahan- In order to monitor strategic issues at the Branch Office
permasalahan strategis di Kantor Cabang dan guna and to see firsthand the condition of the airport and
melihat langsung kondisi bandara serta kendala the existing constraints.
yang ada.
3. Kegiatan Seminar & Studi Banding 3. Seminar & Comparative Study Activities
Dalam rangka menambah wawasan dan meningkatkan In order to add insight and increase knowledge about
pengetahuan tentang tugas dan fungsi Komite Audit, the duties and functions of the Audit Committee, the
Komite Audit telah mengikuti kegiatan benchmark dan Audit Committee has participated in the following
seminar sebagai berikut: benchmarking and seminar activities:
a. Workshop probity audit mengenai Current Audit a. Probity Audit Workshop on Current Audit over
atas Proses Pengadaan Barang/Jasa dan Proyek the Process of Procurement of Goods/Services
Investasi pada tanggal 13-15 Maret 2019 and Investment Projects on March 13-15, 2019 in
di Bandung; Bandung;
b. Konferensi The Institute of Internal Auditors (IIA) b. The Institute of Internal Auditors (IIA) Conference on
mengenai National Conference ”Empowering the National Conference of "Empowering Internal

Internal Auditors” Embracing the 41R tanggal 24-25 Auditors" Embracing the 41R on July 24-25, 2019 in
Juli 2019 di Solo; Solo;
c. ECIIA Conference and On-Site Learning ”Embrance c. ECIIA Conference and On-Site Learning of
Change and Innovation in Internal Audit” tanggal 16 "Embrance Change and Innovation in Internal
-22 September 2019 di Luxembourg; Audit" on September 16-22, 2019 in Luxembourg;
d. ”Risk Beyond 2019 International Conference” d. "Risk Beyond 2019 International Conference" held
yang dilaksanakan di Bali pada tanggal 5-6 in Bali on December 5-6, 2019.
Desember 2019.
4. Hambatan 4. Obstacles
Secara umum kegiatan Komite Audit tidak mengalami In general, the Audit Committee activities did not
hambatan yang signifikan, namun beberapa hal yang experience significant obstacles, but several matters
perlu mendapatkan perhatian yaitu sebagai berikut: that need attention are as follows:
a. Kehadiran Anggota Komite Audit belum secara rutin a. The presence of Audit Committee members has not
hadir minimal satu minggu sekali di Kantor Pusat been routinely present at least once a week at the
PT Angkasa Pura II (Persero), namun kegiatan tugas Head Office of PT Angkasa Pura II (Persero), but the
komite audit umumnya dikerjakan dan diselesaikan audit committee activities were generally done and
dengan email. completed by email.
b. Anggota Komite Audit mempunyai pekerjaan di b. Audit Committee members have work in their
instansinya, namun tugasnya dapat diselesaikan institutions, but their duties can be completed on
pada waktunya. time.
5. Kesimpulan 5. Conclusion
a. Secara umum program kegiatan Komite Audit dapat a. In general, the Audit Committee's program of
dilaksanakan dengan optimal. activities can be carried out optimally.
b. Dedikasi dan semangat untuk memberikan b. The dedication and enthusiasm to contribute to
kontribusi kepada Dewan Komisaris sangat tinggi, the Board of Commissioners was very high, so that
sehingga kiranya dapat memberikan masukan dan it can provide input and benefits for the Board of
manfaat bagi Dewan Komisaris dalam menentukan Commissioners in determining further policies.
kebijakan lebih lanjut.
Frekuensi Pertemuan dan Tingkat Kehadiran Rapat Meetings Frequency and Attendance Level of the
Komite Audit Audit Committee
Selama tahun 2019, Komite Audit telah melaksanakan 31 kali Throughout 2019, the Audit Committee held 31 meetings,
rapat, terdiri dari rapat internal dengan Dewan Komisaris consisting of internal meetings with the Board of Commissioners
dan Rapat Komite dengan Manajemen serta rapat gabungan and Committee Meetings with Management and joint meetings
dengan Internal Auditor, Eksternal Auditor. Tingkat kehadiran with Internal Auditors, External Auditors. The attendance level
anggota Komite Audit dalam rapat-rapat tersebut adalah: of Audit Committee members at these meetings was:
Tingkat Kehadiran Rapat Komite Audit

Attendance Level of the Audit Committee Meetings
Nama Jabatan Jumlah Kehadiran Rapat

Name Position Number of Meeting Attendance
Total %
Irwanda Wisnu Wardhana Anggota Komite Audit | Member of the Audit Committee 23 75%
Dewi Hanggraeni Anggota Komite Audit | Member of the Audit Committee 23 75%

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 Jabatan Honorarium Take Home Pay (per bulan)

Name Position Honorarium Take Home Pay (per month)
Irwanda Wisnu Wardhana Anggota Komite Audit | Member of the Audit Committee Rp50.000.000,-
Dewi Hanggraeni Anggota Komite Audit | Member of the Audit Committee Rp50.000.000,-
Anggota Komite Audit yang bukan Komisaris memperoleh Audit Committee members who are not Commissioners
remunerasi yang terdiri dari honorarium. Honorarium receive a remuneration consisting of honorarium. The
yang diberikan sebesar Rp50.000.000,- per bulan Total honorarium given is Rp50,000,000 per month. The total
Remunerasi Komite Audit yang bukan Anggota Dewan remuneration of the Audit Committee Members who were
Komisaris selama tahun 2019 sebesar Rp960.000.000,- (2 not Members of the Board of Commissioners in 2019 was
orang anggota Komite Audit). Rp960,000,000 (2 members of the Audit Committee).
Komite Nominasi dan Remunerasi

Nomination and Remuneration Committee
Angkasa Pura II belum memiliki secara khusus Komite Angkasa Pura II did not specifically have a Nomination and
Nominasi dan Remunerasi. Seluruh fungsi tersebut dijalankan Remuneration Committee. All functions are carried out by the
oleh Dewan Komisaris. Oleh karena itu, Angkasa Pura II tidak Board of Commissioners. Therefore, Angkasa Pura II cannot
dapat mengungkapkan informasi mengenai: disclose information regarding:
1. Nama, jabatan, dan riwayat hidup singkat anggota 1. Name, position and brief biography of the members of
komite nominasi dan/atau remunerasi the nomination and/or remuneration committee
2. Independensi komite nominasi dan/atau remunerasi 2. Independence of the nomination and/or remuneration
committee
3. Uraian tugas dan tanggung jawab 3. Description of duties and responsibilities
4. Uraian pelaksanaan kegiatan komite nominasi dan/ 4. Description of the implementation of the nomination
atau remunerasi pada tahun buku and/or remuneration committee activities in the
financial year
5. Frekuensi pertemuan dan tingkat kehadiran komite 5. Frequency of meetings and attendance level of the
nominasi dan/atau remunerasi nomination and/or remuneration committee
6. Pernyataan adanya pedoman komite nominasi dan/ 6. A statement of the existence of guidelines for the
atau remunerasi nomination and/or remuneration committee
Kebijakan Suksesi Direksi Succession Policy of the Board of Directors

Kebijakan suksesi Direksi dilakukan sesuai dengan ketentuan The succession policy of the Board of Directors is carried out
yang ditetapkan oleh pemegang saham, dalam RUPS. in accordance with the provisions stipulated by shareholders,
Selain itu ketentuan tersebut juga mengacu pada Anggaran at the GMS. Besides that, the provisions also refer to the
Dasar dan Board Manual Angkasa Pura II. Pemilihan Direksi Articles of Association and Board Manual of Angkasa Pura II.
dilakukan sesuai dengan ketentuan yang berlaku. Election of the Board of Directors is carried out in accordance
with applicable provisions.

Komite Lain di Bawah Dewan Komisaris

Other Committees Under the Board of Commissioners
Selain Komite Audit, Angkasa Pura II memiliki 1 (satu) Komite In addition to the Audit Committee, Angkasa Pura II has 1
lainnya yakni Komite Manajemen Risiko dan SDM. Uraian (one) other committee, namely the Risk Management and
mengenai Komite Manajemen Risiko dan SDM akan diuraikan HR Committee. Description of the Risk Management and HR
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 Risiko Composition of the Risk Management and HR
dan SDM Committee Membership
Komite Manajemen Risiko dan SDM Angkasa Pura II terdiri The Risk Management and HR Committee of Angkasa Pura
dari 1 (satu) orang Ketua Komite dan 1 (satu) orang Wakil II consists of 1 (one) Chairman and 1 (one) Vice Chairman
Ketua Komite yang merupakan Anggota Dewan Komisaris who are Members of the Board of Commissioners and 2 (two)
dan 2 (dua) orang anggota Komite yang berasal dari pihak Committee members from independent parties as follows:
independen sebagai berikut:
Profil Anggota Komite Manajemen Risiko dan SDM

Profile of the Risk Management and HR Committee Members
Nama Jabatan Profil Ringkas Anggota Komite Manajemen Risiko dan SDM
No.
Name Position Brief Profile of Risk Management and HR Committee Members
1 Iswan Elmi Ketua Komite MRS Profil dapat dilihat di Bagian Profil Dewan Komisaris.
Chairman of the MRS Profile can be seen in the Board of Commissioners Profile Section.
Committee
2 M. Pramintohadi Sukarno Wakil Ketua Komite MRS Profil dapat dilihat di Bagian Profil Dewan Komisaris.
Vice Chairman of the Profile can be seen in the Board of Commissioners Profile Section.
MRS Committee

Nama Jabatan Profil Ringkas Anggota Komite Manajemen Risiko dan SDM
No.
Name Position Brief Profile of Risk Management and HR Committee Members
3 Muhammad Romli Anggota Komite MRS Warga Negara Indonesia, 39 tahun, lahir di Semarang 26 Februari
Member of the MRS 1978, berdomisili di Jakarta. Memperoleh gelar Diploma Akuntansi
Committee dari Sekolah Tinggi Akuntansi Negara (STAN) pada tahun 2000 dan
memperoleh gelar Master of Science of Corporate Finance Management
dari Universitas Indonesia pada tahun 2013. Sebelum menjabat
sebagai anggota Komite Manajemen Risiko dan SDM Perseroan beliau
memulai karir sebagai verifikator Laporan Keuangan di Kementerian
Keuangan Republik Indonesia (2001-2006); Financial Consultant
BRIngin Life Insurance (2008), Banking and Financial Analyst di
Pusat Kajian Kebijakan Makroekonomi, Ditjen Kebijakan Fiskal,
Kementerian Keuangan (2006-2009); Kepala Bidang Divisi Ekonomi
Domestik, Kementerian Keuangan (2011- 2013); Staf ahli Kantor
Kepresidenan RI (2015-2016); dan Kepala Bagian Investasi, Pusat
Kebijakan Makroekonomi, Kementerian Keuangan Republik Indonesia
(2015-Sekarang). Beliau diangkat sebagai anggota Komite Manajemen
Risiko dan SDM berdasarkan Surat Keputusan Dewan Komisaris No:
KEP.03.03/00/12/2016/0847.
Indonesian citizen, 39 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. Before serving as a member of the Company's Risk Management
and HR Committee, he began his career as a verifier of Financial
Statements 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);
Division Head of Domestic Economy Division, Ministry of Finance
(2011-2013); Expert staff of the Republic of Indonesia's Presidential
Office (2015-2016); and the Head of Investment, Macroeconomic
Policy Center, Ministry of Finance of the Republic of Indonesia (2015-
now). He was appointed as a member of the Risk Management and
HR Committee based on the Board of Commissioners Decree No:
KEP.03.03/00/12/2016/0847.
4 Lailly Prihatiningtyas Anggota Komite MRS Warga Negara Indonesia, 32 tahun, lahir di Jombang, 22 Desember 1985,
Member of the MRS berdomisili di Jakarta. Memperoleh gelar Diploma dari Sekolah Tinggi
Committee Akuntansi Negara (2006); Sarjana Akuntansi dari Universitas Indonesia
(2009); MSc, Accounting dari Tilburg University (2011). Sebelum menjabat
sebagai anggota Komite Manajemen Risiko dan SDM beliau berkarir di
Kementerian BUMN sebagai Kepala Informasi dan Presentasi Subdivisi
Kementerian BUMN (2012-2013); Direktur Utama PT Taman Wisata Candi
Borobudur, Prambanan dan Ratu Boko (Persero) (2013-2015); Kepala
Sub Divisi Konstruksi dan Infrastruktur Transportasi Ib.1 Kementerian
BUMN (2015-2016). Beliau diangkat sebagai anggota Komite Manajemen
Risiko dan SDM berdasarkan Surat Keputusan Dewan Komisaris No:
KEP.03.03/00/12/2016/0847.
Indonesian citizen, 32 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). Before serving as a member of the Risk Management and
HR Committee, she worked at the Ministry of SOEs as the Head of
Information and Presentation of the Ministry of SOEs Subdivision
(2012-2013); President Director at PT Taman Wisata Candi Borobudur,
Prambanan dan Ratu Boko (Persero) (2013-2015); Sub-Division Head
of Construction and Transportation Infrastructure Ib.1 Ministry of SOEs
(2015-2016). She was appointed as a member of the Risk Management
and HR Committee based on the Board of Commissioners Decree No:
KEP.03.03/00/12/2016/0847.


Sebagaimana yang tertuang dalam Keputusan Dewan As stated in the Board of Commissioners Decree of PT Angkasa
Komisaris Perseroan PT Angkasa Pura II (Persero) No. Pura II (Persero) No. KEP.547.1/KP.1013.3/APII-2014 dated
KEP.547.1/KP.1013.3/APII-2014 tanggal 20 Oktober 2014 October 20, 2014 on the Establishment of Audit Committee
Tentang Pembentukan Komite Audit Perusahaan di PT at PT Angkasa Pura II (Persero) and in carrying out its
Angkasa Pura II (Persero) serta dalam pelaksanaan fungsi functions and duties, the Audit Committee is equipped with
dan tugasnya, Komite Audit dilengkapi dengan Piagam a Committee Charter which contains a clear job description.
(charter) Komite yang 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 dalam 1. Provide input to the Board of Commissioners in the
penyusunan dan perbaikan kebijakan Manajemen preparation and improvement of Risk Management
Risiko yang berkaitan dengan pengendalian risiko policies relating to risk control in the fields of assets
di bidang pengelolaan asset dan liability, financial, and liabilities management, financial, investment,
investasi, teknik dan operasional perusahaan, engineering and company operations, human capital
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 risiko. the data used to measure risk.
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 permintaan remuneration policies at the request of the Board of
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 Komite 2019 Work Plan and Realized Activities of the Risk
Manajemen Risiko dan SDM Tahun 2019 Management and HR Committee
Pelaksanaan kegiatan Komite tahun 2019 dapat The implementation of the Committee's activities in 2019
dilaksanakan sesuai dengan rencana kerja yang sudah can be carried out in accordance with the work plan that
ditetapkan, secara umum kegiatan Komite di kelompokan has been set, in general, the activities of the Committee are
menjadi 3 (tiga) kelompok yaitu kegiatan rapat, kegiatan grouped into 3 (three) groups, namely meeting activities,
kunjungan kerja dan kegiatan seminar. Hal ini dapat work visit activities and seminar activities. These can be
digambarkan sebagai berikut: described as follows:
1. Kegiatan/Rapat Komite 1. Meeting Activities of the Audit Committee
Komite telah melakukan rapat-rapat baik rapat In carrying out meeting activities, the Audit
rutin maupun tidak rutin, sesuai rencana yang telah Committee has conducted meetings both routine and

ditetapkan. Kegiatan/Rapat rutin adalah rapat non-routine. Routine meetings are meetings that are
yang dilakukan secara berkala dan berkelanjutan held periodically and continuously while non-routine
sedangkan rapat tidak rutin adalah rapat yang meetings are meetings that are conducted based
dilakukan berdasarkan kebutuhan sesuai dengan on needs in accordance with the duties of the Audit
tugas Komite. Committee.
2. Kegiatan Kunjungan Kerja ke Kantor Cabang 2. Work Visit Activities to the Branch Office of PT Angkasa
PT Angkasa Pura II (Persero) Pura II (Persero)
Dalam rangka memonitoring permasalahan- In order to monitor strategic issues at the Branch Office
permasalahan strategis di Kantor Cabang dan guna and to see firsthand the condition of the airport and
melihat langsung kondisi bandara serta kendala yang the existing constraints.
ada, Komite telah melakukan kunjungan Kantor Cabang.
3. Kegiatan Seminar & Studi Banding 3. Seminar & Comparative Study Activities
Dalam rangka menambah wawasan dan meningkatkan In order to add insight and increase knowledge about
pengetahuan tentang tugas dan fungsi Komite MRS, the duties and functions of the MRS Committee, the
Komite MRS telah mengikuti kegiatan pelatihan MRS Committee has participated in training activities
sepanjang tahun 2019. throughout 2019.
4. Hambatan 4. Obstacles
Secara umum kegiatan Komite tidak mengalami In general, the Committee activities did not experience
hambatan yang signifikan, namun beberapa hal yang significant obstacles, but several matters that need
perlu mendapatkan perhatian yaitu sebagai berikut: attention are as follows:
a. Kehadiran Anggota Komite belum secara rutin a. The presence of Committee members has not been
hadir minimal satu minggu sekali di Kantor Pusat routinely present at least once a week at the Head
PT Angkasa Pura II (Persero), namun kegiatan tugas Office of PT Angkasa Pura II (Persero), but the audit
komite umumnya dikerjakan dan diselesaikan committee activities were generally done and
dengan email. completed by email.
b. Anggota Komite mempunyai pekerjaan di b. Committee members have work in their institutions,
instansinya, namun tugasnya dapat diselesaikan but their duties can be completed on time.
pada waktunya.
5. Kesimpulan 5. Conclusion
a. Secara umum program kegiatan Komite dapat a. In general, the Committee's program of activities
dilaksanakan secara maksimal. can be carried out optimally.
b. Dedikasi dan semangat Anggota Komite b. The dedication and enthusiasm to contribute to
untuk memberikan kontribusi kepada Dewan the Board of Commissioners was very high, so that
Komisaris sangat tinggi, sehingga diharapkan it can provide input and benefits for the Board of
dapat memberikan masukan yang mendukung Commissioners in determining further policies.
pelaksanaan tugas Dewan Komisaris secara
optimal.
Rapat Komite Manajemen Risiko dan SDM Meetings of the Risk Management and
HR Committee
Selama tahun 2019, Komite Manajemen Risiko dan SDM Throughout 2019, the Risk Management and HR Committee
telah melaksanakan 26 kali rapat, yang terdiri dari rapat held 26 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 Internal Management and joint meetings with Internal Auditors,
Auditor, Eksternal Auditor. Tingkat kehadiran anggota External Auditors. The attendance level of Risk Management
Komite Manajemen Risiko dan SDM dalam rapat-rapat and HR Committee members at these meetings is:
tersebut adalah:
Tingkat Kehadiran Rapat Komite Manajemen Risiko dan SDM

Attendance Level of the Risk Management and HR Committee Meetings
Nama Jabatan Jumlah Kehadiran Rapat

Name Position Number of Meeting Attendance
Jumlah | Total %
Moh. Romli Anggota Komite MRS | Member of the MRS Committee 25 90
Lailly Prihatiningtyas Anggota Komite MRS | Member of the MRS Committee 26 100
Remunerasi Komite Manajemen Risiko & SDM Remuneration of the Risk Management &
HR Committee
Rincian remunerasi Komite Manajemen Risiko & SDM adalah Details of remuneration of the Risk Management & HR
sebagai berikut: Committee are as follows:
Nama Jabatan Honorarium Take Home Pay (per bulan)

Name Position Honorarium Take Home Pay (per month)
Moh. Romli Anggota Komite MRS | Member of the MRS Committee Rp50.000.000,-
Lailly Prihatiningtyas Anggota Komite MRS | Member of the MRS Committee Rp50.000.000,-
Anggota Komite Manajemen Risiko & SDM yang bukan Risk Management & HR Committee members who are
Komisaris memperoleh remunerasi yang terdiri dari not Commissioners receive a remuneration consisting of
honorarium. Honorarium yang diberikan adalah sebesar honorarium. The honorarium given is Rp50,000,000 per
Rp50.000.000,- per bulan. Total Remunerasi Komite month. The total remuneration of the Risk Management &
Manajemen Risiko & SDM yang bukan Anggota Dewan HR Committee Members who were not Members of the Board
Komisaris selama tahun 2019 sebesar Rp1.200.000.000,- of Commissioners in 2019 was Rp1,200,000,000 (2 members
(2 orang anggota Komite Manajemen Risiko & SDM). of the Risk Management & HR Committee).

Sekretaris Dewan Komisaris

Secretary to the Board of Commissioners
Dalam rangka menunjang pelaksanaan fungsi dan efektifitas In order to support the implementation of the functions and
peran Dewan Komisaris, ditunjuk seorang Sekretaris Dewan effectiveness of the role of the Board of Commissioners, a
Komisaris. Pada tahun 2019, Sekretaris Dewan Komisaris Secretary to the Board of Commissioners was appointed. In
dijabat Sarpi berdasarkan KEP.03.03/00/04/2019/0098 2019, the Secretary to the Board of Commissioners was held
by Sarpi based on KEP.03.03/00/04/2019/0098.
Fungsi dan penugasan Sekretaris Dewan Komisaris meliputi: The functions and assignments of the Secretary to the Board
mengadministrasikan undangan rapat Dewan Komisaris, of Commissioners include: administering invitation to the
sebagai penghubung Dewan Komisaris dan Direksi, meetings of the Board of Commissioners, liaising with the
membuat surat-surat keluar, mendokumentasikan surat- Board of Commissioners and Board of Directors, making
surat, menyusun risalah rapat Dewan Komisaris, tugas outgoing documents, documenting letters, compiling minutes
kesekretariatan lainnya, memberikan bantuan ringkasan of meetings of the Board of Commissioners, other secretarial
laporan manajemen, menyiapkan bahan rapat Dewan duties, providing assistance with summary of management
Komisaris, mengumpulkan bahan dan informasi yang relevan reports, preparing meeting materials for the Board of
dengan pelaksanaan tugas Dewan Komisaris dan melakukan Commissioners, gathering relevant material and information
koordinasi dengan Sekretaris Perusahaan tentang hal-hal to carry out the duties of the Board of Commissioners and
yang berkaitan dengan Dewan Komisaris dan Direksi. coordinating with the Corporate Secretary on matters relating
to the Board of Commissioners and Board of Directors.
Tugas dan Tanggung Jawab Sekretaris Duties and Responsibilities of Secretary to the
Dewan Komisaris Board of Commissioners
Secara garis besar, tugas Sekretaris Dewan Komisaris adalah Broadly speaking, the duties of the Secretary to the Board of
sebagai berikut: Commissioners are as follows:
1. Membantu Dewan Komisaris dalam membuat risalah 1. Assist the Board of Commissioners in making the
rapat Dewan Komisaris; minutes of meetings of the Board of Commissioners;
2. Melakukan koordinasi pelaksanaan rapat-rapat Dewan 2. Coordinate the implementation of meetings of the
Komisaris; Board of Commissioners;
3. Mengkoordinasikan tugas-tugas administratif, 3. Coordinate the administrative, secretarial and protocol
kesekretariatan dan protokoler Dewan Komisaris; duties of the Board of Commissioners;
4. Mengkoordinasikan dan tindak lanjut atas permintaan 4. Coordinate and follow up on requests and/or data/
dan/atau pengumpulan data/informasi dari dan/ information collection from and/or to the management
atau kepada pihak manajemen Perseroan dan of the Company and external parties that are not
eksternal yang tidak tercakup dalam tugas-tugas covered by the Committee's duties, including
Komite, termasuk informasi mengenai peraturan dan information on regulations and provisions that are
ketentuan yang relevan dengan tugas dan tanggung relevant to the duties and responsibilities of the Board
jawab Dewan Komisaris; of Commissioners;
5. Mengkoordinasikan penyusunan rancangan anggaran 5. Coordinate the drafting of budget and submit the
dan menyampaikan Anggaran Tahunan Dewan Komisaris; Annual Budget of the Board of Commissioners;
6. Mengkoordinasikan penyusunan saran dan pendapat 6. Coordinate the preparation of suggestions and
mengenai agenda dan materi Rapat Umum Pemegang opinions on the agenda and material of the General
Saham; Meeting of Shareholders;
7. Mengkoordinasikan dan tindak lanjut atas tugas lain 7. Coordinate and follow-up on other duties that are not
yang tidak tercakup dalam tugas-tugas Komite di covered by the duties of the Committees under the
bawah Dewan Komisaris. Board of Commissioners.

Remunerasi Sekretaris Dewan Komisaris Remuneration of Secretary to the Board of

Commissioners
Sekretaris Dewan Komisaris menerima remunerasi perbulan Secretary to the Board of Commissioners received a
sebesar Rp37.500.000,-. remuneration per month in the amount of Rp37,500,000.
Sekretaris Perusahaan & Legal

Corporate Secretary & Legal
Sekretaris Perusahaan memiliki tugas utama menjaga citra The Corporate Secretary has the main duty of maintaining
Perseroan utamanya dengan membangun komunikasi dan the Company's image by establishing good communication
hubungan yang baik dalam rangka mendukung pengelolaan and relationships in order to support the management of the
Perseroan yang dilakukan oleh Direksi. Sekretaris Perusahaan Company conducted by the Board of Directors. The Corporate
memainkan peran penting dalam memastikan aspek Secretary plays an important role in ensuring the disclosure
keterbukaan dari Perseroan. aspect of the Company.
Kedudukan Sekretaris Perusahaan & Legal Position of Corporate Secretary & Legal
Sekretaris Perusahaan & Legal dijabat oleh pejabat setingkat The Corporate Secretary & Legal is held by an official with the
Senior Vice President yang diangkat dan diberhentikan oleh level of Senior Vice President who is appointed and dismissed
Direksi dengan persetujuan Dewan Komisaris. Kedudukan by the Board of Directors with the approval of the Board of
Sekretaris Perusahaan & Legal berada di bawah Direktur Utama. Commissioners. The position of Corporate & 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 kepada structure, the Corporate Secretary reports directly to the
Direktur Utama. Dalam menjalankan fungsi dan perannya, President Director. In carrying out its functions and roles, the
Sekretaris Perusahaan mencakup: 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 tingkat Born in Jakarta on April 10, 1970, with a Bachelor of Laws
pendidikan Strata Satu (S1) ilmu Hukum di Universitas at the University of Tanjung Pura (1998) and continued his
Tanjung Pura (1998) dan melanjutkan S2 Magister Manajemen Master of Management at Gajah Mada University (2005).
di Universitas Gajah Mada (2005). Mulai bekerja di PT Angkasa Started working at PT Angkasa Pura II (Persero) in 1991
Pura II (Persero) pada tahun 1991 dengan pengalaman with experience of serving as Assistant Inspector (1998),
menjabat sebagai Asisten Pemeriksa (1998), Chief of Airport Chief of Airport Development (2017-2019), SVP of Corporate
Development (2017-2019), SVP of Corporate Secretary (2019). Secretary (2019).

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 dalam The Corporate Secretary has an important role in facilitating
memfasilitasi komunikasi antara organ Perseroan, hubungan communication between the Company organs, the
antara Perseroan dengan stakeholders, dan komunikasi relationship between the Company and stakeholders, and
untuk mendukung peran tersebut, Sekretaris Perusahaan communication. To support this role, the Corporate Secretary
memiliki fungsi untuk merencanakan, mengarahkan, has the function to plan, direct, monitor, foster, and evaluate
memonitor, membina, dan mengevaluasi kegiatan terkait activities related to: Community relations (external and
dengan: Hubungan masyarakat (eksternal dan internal); internal); Institutional and corporate governance relations;
Hubungan kelembagaan dan tata kelola perusahaan; Secretarial administration of the Board of Directors and Board
Administrasi kesekretariatan Board of Directors dan Board of Commissioners; Draft and review regulations, commercial
of Commissioners; Penyusunan dan penelaahan peraturan, agreements, cooperation, and legal documentation; and
perjanjian non komersial, kerja sama, dan dokumentasi Implementation of advocacy and resolution/follow-up of
hukum; serta Pelaksanaan advokasi dan penyelesaian/tindak legal issues.
lanjut permasalahan hukum.
Adapun tugas dan tanggung jawab Sekretaris Perusahaan Duties and responsibilities of Corporate Secretary and Legal
dan Legal sebagai berikut: are as follows:
1. Memberi arahan melalui formulasi kebijakan 1. Provide direction through the formulation of functional
fungsional atas kegiatan fungsi sekretariat perusahaan policies on the activities of the corporate secretariat
dan hukum serta memastikan kesesuaian kebijakan and legal functions and ensure policy conformity with
dengan arahan strategis Perseroan; the Company's strategic direction;
2. Menyusun strategi untuk optimalisasi kegiatan fungsi 2. Develop strategies for optimizing the activities of
sekretariat perusahaan dan hukum pada wilayah kerja the corporate secretariat and legal functions in the
Perseroan; Company's working area;
3. Mengawasi dan mengendalikan pelaksanaan program, 3. Supervise and control the implementation of programs,
sistem, dan prosedur serta penggunaan anggaran systems and procedures as well as the use of budget of
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, dan 5. Ensure the implementation of the preparation,
penyelesaian peraturan, perjanjian dan kerja sama formulation and settlement of regulations, agreements
Perseroan dan inventarisasi dokumentasi hukum serta and cooperation of the Company and inventory of
konsultasi dan bantuan hukum untuk kepentingan legal documentation as well as consultation and
Perseroan dan karyawan di dalam maupun di luar legal assistance for the benefit of the Company and
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 Perseroan; outside the Company's working environment;
7. Memastikan pelaksanaan kegiatan resmi Perseroan 7. Ensure the implementation of the Company's official
serta analisa dan evaluasi bahan materi acara resmi activities as well as the analysis and evaluation of the
Perseroan; Company's official event materials;
8. Berkoordinasi dengan Subdirektorat Corporate Social 8. Coordinate with the Corporate Social Responsibility
Responsibility untuk pelaksanaan kegiatan CSR Sub Directorate for the implementation of the
Perseroan; Company's 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 Good 12. Provide direction and ensure the principles of Good
Corporate Governance diterapkan didalam seluruh Corporate Governance are applied in all activities of
aktifitas Subdirektorat Corporate Secretary & Legal; the Corporate Secretary & Legal Sub Directorate;
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 2019 Description of the 2019 Duties

Beberapa kegiatan terkait dengan pemangku kepentingan Several stakeholders-related activities that have been carried
yang telah dilakukan Corporate Secretary selama tahun 2019 out by the Corporate Secretary in 2019 include:
antara lain:
1. Menyelenggarakan RUPS Tahunan; 1. Held the Annual GMS;
2. Menjalin komunikasi dengan lembaga-lembaga 2. Establish communication with government institutions
pemerintah baik pemerintah pusat maupun both central and local governments;
pemerintah daerah;
3. Mengkoordinasikan Rapat Dengar Pendapat (RDP) 3. Coordinated hearing meetings (RDP) with the
dengan Komisi DPR terkait dan kunjungan kerja relevant Commission of the Indonesian House of
dengan stakeholders; Representatives and work visits with stakeholders;
4. Menghadiri setiap pelaksanaan Rapat Dewan 4. Attended every meeting of the Board of Commissioners
Komisaris dan Rapat Direksi serta melakukan kegiatan and Board of Directors as well as carried out
administrasi notulen hasil rapat Dewan Komisaris dan administrative activities of minutes of meetings of the
rapat Direksi; Board of Commissioners and Board of Directors;
5. Mendampingi Direksi dalam pelaksanaan kegiatan dan 5. Accompanied the Board of Directors in carrying out the
kunjungan Direksi; activities and visits of the Board of Directors;
6. Menjadi narasumber dalam beberapa undangan yang 6. Became a guest speaker at several invitations
ditujukan kepada Perseroan; addressed to the Company;
7. Mempersiapkan kegiatan-kegiatan seremonial 7. Prepared the Company's ceremonial activities,
Perseroan, termasuk penandatanganan kerjasama including the signing of cooperation with various
dengan berbagai pihak; parties;
8. Mengelola keterbukaan informasi kepada masyarakat, 8. Managed the disclosure of information to the public,
termasuk penyampaian keterbukaan informasi kepada including the delivery of information disclosure to
regulator serta ketersediaan informasi dalam Situs Web regulators and the availability of information on the
Perseroan; Company's Website;
9. Memastikan tersusun dan tersampaikannya Laporan 9. Ensured the preparation and delivery of the 2019
Tahunan 2019 kepada publik. Annual Report to the public.

Keterbukaan Informasi Disclosure of Information

Untuk memenuhi kewajiban keterbukaan informasi kepada To fulfill the obligation regarding disclosure of information
publik, Sekretaris Perusahaan senantiasa melakukan to the public, the Corporate Secretary always reports to the
pelaporan kepada regulator. Setiap tahun, Angkasa Pura regulator. Every year, Angkasa Pura II prepares an Annual
II menyusun Laporan Tahunan yang mengacu pada kriteria Report that refers to the Annual Report Award (ARA) criteria
Annual Report Award (ARA) dan secara rutin berpartisipasi and routinely participates in these activities.
dalam kegiatan tersebut.
Audit Internal
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,
objektif, dan independen yang dapat memberikan nilai objective and independent that can provide added value to
tambah bagi pencapaian tujuan Angkasa Pura II dengan the achievement of Angkasa Pura II's objectives by increasing
meningkatkan efektifitas pengelolaan risiko, pengendalian the effectiveness of risk management, control and processes
dan proses tata kelola perusahaan yang baik. of good corporate governance.
Unit Kerja Internal Audit mempunyai tugas membantu The Internal Audit Work Unit has the duties of assisting
Direktur Utama dalam melakukan pengawasan pelaksanaan the President Director in supervising the implementation
tugas seluruh unit kerja di lingkungan Perseroan serta of all work units within the Company and providing
memberikan saran-saran perbaikannya sesuai dengan recommendations for improvement in accordance with the
rencana dan program serta kebijakan yang telah ditetapkan plans and programs as well as policies set by the Board of
oleh Direksi berdasarkan ketentuan yang berlaku. Directors based on applicable provisions.
Terkait dengan tugasnya tersebut Internal Audit harus dapat In connection with these duties, Internal Audit must be
menilai kinerja Unit Kerja dan melakukan pemantauan untuk able to assess the performance of the Work Unit and
memberikan informasi dini (early warning system) kepada conduct monitoring to provide early warning system to the
Direktur Utama bila terjadi penurunan atau penyimpangan President Director if there is a decrease or deviation from
terhadap kinerja dalam rangka mencapai sasaran Perseroan the performance in order to achieve the Company's targets,
khususnya pelaksanaan RKAP tahun berjalan. specifically the implementation of RKAP of the current year.
Seiring dengan perubahan lingkungan usaha yang Along with changes in the business environment that have
berdampak pada perkembangan proses bisnis dan organisasi an impact on the development of business processes and
yang berimplikasi pada berkembangnya risiko usaha serta organizations that have implications for the development of
isu tata kelola perusahaan (corporate governance), maka business risk and corporate governance issues, the internal
sistem pengendalian internal mengalami perubahan dan control system has changed and entered a paradigm that
memasuki paradigma yang berfokus pada pengendalian focuses on risk control, so that the Internal Auditor unit
risiko (risk control), sehingga unit Internal Auditor dapat can provide added value and improve an organization
memberikan nilai tambah (value added) dan meningkatkan
kualitas kerja organisasi (improve an organization operations)

dalam mencapai sasaran atau tujuan Perseroan. Dengan operations in achieving the goals or objectives of the
demikian peran Internal Auditor lebih dibutuhkan sebagai Company. Thus, the role of the Internal Auditor is more
Consulting/Adviser. needed as a Consultant/Advisor.
Dalam kerangka pengendalian internal, manajemen harus In the framework of internal control, management must
melakukan penilaian risiko yang dihadapi pada setiap conduct an assessment of the risks faced in each business
proses bisnis, sehingga dapat menerapkan bentuk/prosedur process, so that it can implement appropriate forms/
pengendalian yang tepat dengan risiko seminimal mungkin. procedures of control with minimal risk.
Perencanaan audit berbasis risiko merupakan upaya audit Risk-based audit planning is an internal audit effort in order
internal dalam rangka melaksanakan perannya untuk to carry out its role to help the management to facilitate the
membantu manajemen mempermudah pencapaian tujuan achievement of organizational goals. The main activity in
organisasi. Kegiatan utama dalam perencanaan audit risk-based audit planning is to determine the allocation of
berbasis risiko adalah menentukan alokasi kegiatan audit audit activities so that they are more focused on areas of high
agar lebih terarah pada area yang memiliki risiko besar yang risk that can hinder the achievement of organizational goals.
dapat menghambat pencapaian tujuan organisasi.
Kedudukan Unit Internal Audit Position of Internal Audit Unit

Fungsi Audit Internal Angkasa Pura II dilakukan oleh Internal The Internal Audit Function of Angkasa Pura II is carried out
Audit yang dipimpin oleh Senior Vice President yang diangkat by an Internal Audit led by a Senior Vice President who is
dan diberhentikan oleh Direksi dengan persetujuan Dewan appointed and dismissed by the Board of Directors with the
Komisaris. Kedudukan Internal Audit berada di bawah approval of the Board of Commissioners. The position of
Direktur Utama. Internal Audit is under the President Director.
Struktur Organisasi Internal Audit sebagai berikut: The Organizational Structure of Internal Audit is as follows:
Arif 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
& Service Audit & Supporting Audit Infrastructure & 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 dijelaskan In accordance with the above organizational structure it can
bahwa, Internal Audit mempunyai tugas membantu President be explained that, Internal Audit has the duty of assisting
Director (Direktur Utama) dalam melaksanakan pengawasan the President Director in carrying out supervision of the
pelaksanaan tugas seluruh unit kerja di lingkungan Perseroan implementation of the duties of all work units within the
serta memberikan saran-saran perbaikan sesuai dengan Company and providing suggestions for improvement in
rencana dan program serta kebijakan yang telah ditetapkan accordance with the plans and programs as well as policies
oleh Board of Directors (Direksi) berdasarkan ketentuan. set by the Board of Directors based on the provisions.
Unit Internal Audit merupakan aparat pengawas internal The Internal Audit Unit is the Company's internal supervisory
Perseroan yang dipimpin oleh seorang Senior Vice President apparatus led by a Senior Vice President of Internal Audit who
of Internal Audit yang bertanggung jawab langsung kepada reports directly to the President Director. Where in carrying
President Director (Direktur Utama). Dimana dalam out his duties, the Senior Vice President of Internal Audit is
pelaksanaan tugasnya, Senior Vice President of Internal Audit assisted by the Vice President of Operations & Service Audit,
dibantu oleh Vice President of Operation & Service Audit, Vice the Vice President of Infrastructure & Facility Audit and the
President of Infrastructur & Facility Audit dan Vice President of Vice President of Business & Supporting Audit along with the
Business & Supporting Audit beserta para Senior Auditor dan Senior Auditors and Junior Auditors.
Junior Auditor.
Untuk mendukung independensi dan objektivitas serta To support the independence and objectivity as well as
kelancaran pelaksanaan tugas, maka Senior Vice President of smooth implementation of duties, the Senior Vice President
Internal Audit dapat berkomunikasi langsung dengan Dewan of Internal Audit can communicate directly with the Board
Komisaris melalui Komite Audit untuk menginformasikan of Commissioners through the Audit Committee to inform
berbagai hal yang berhubungan dengan hasil pengawasan. various matters related to the results of supervision.
Nama Profil SVP Internal Audit

Name Profile of the SVP of Internal Audit
Arif Darmawan Lahir di Jakarta pada 10 Februari 1964. Menyelsaikan Pendidikan: S1 pada Jurusan Manajemen
Informatika di Perguruan Tinggi STI&K Jakarta, kemudian S2 Magister Management pada
Universitas Gajah Mada. Bergabung di unit Internal Audit tanggal 12 September 2018 sebagai
Senior Vice President of Internal Audit. Memiliki pengalaman menduduki jabatan penting
antara lain: General Manager T3 KCU. Bandara Soekarno-Hatta (2010), General Manager KC.
Bandara Depati Amir - Pangkalpinang (2012), General Manager KC. Bandara Sultan Syarif Kasim
II - Pekanbaru (2014), Head of Corporate Strategic Planning & Performance Management (2015),
General Manager KC. Bandara Husein Sastranegara (2017), dan General Manager KC. Bandara
Kualanamu (2017).
Born in Jakarta on February 10, 1964. Completed Education: Bachelor's Degree in the Department
of Information Management at the University of STI&K Jakarta, then Master in Management at
Gadjah Mada University. Joined the Internal Audit unit on September 12, 2018 as Senior Vice
President of Internal Audit. Has the experience in holding important positions, among others:
General Manager of T3 Main Branch Office of Soekarno-Hatta Airport (2010), General Manager of
the Branch Office of Depati Amir Airport - Pangkalpinang (2012), General Manager of the Branch
Office of Sultan Syarif Kasim II Airport-Pekanbaru (2014), Head of Corporate Strategic Planning &
Performance Management (2015), General Manager of the Branch Office of Husein Sastranegara
Airport (2017), and General Manager of the Branch Office of Kualanamu Airport (2017).
Pihak yang Mengangkat dan Memberhentikan Party who Appoints and Dismisses the SVP of
SVP Internal Audit Internal Audit
SVP Internal Audit diangkat dan diberhentikan oleh Direksi SVP of Internal Audit is appointed and dismissed by the Board
dengan persetujuan Dewan Komisaris. of Directors with the approval of the Board of Commissioners.

Jumlah Pegawai (Komposisi) Internal Audit Number of Employees (Composition) of

Internal Audit
Sampai dengan bulan Desember 2019, Unit Internal Audit As of December 2019, the Internal Audit Unit was supported
didukung oleh 29 (dua puluh sembilan) personel dengan by 29 (twenty-nine) personnels with the quality and
kualitas dan kompetensi sesuai yang dipersyaratkan dalam competence as required in the description of their duties.
uraian tugasnya. Komposisi SDM Internal Audit berdasarkan The HC composition of the Internal Audit based on position
jabatan pada akhir Desember 2019 adalah sebagai berikut: at the end of December 2019 is as follows:
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
3 Senior Auditor
Operation & Service Audit 6
Business & Supporting Audit 7
Infrastructure & Facility Audit 3
4 Junior Auditor
Operation & Service Audit 0
Business & Supporting Audit 6
Infrastructure & Facility Audit 2
5 Staff 1
Total 29
Nama Jabatan
No
Name Position
1 Arif Darmawan Senior Vice President of Internal Auditor
Operations & Service Audit
2 Andang Santoso Vice President of Operation & Service Audit
3 Dwi Warasto Ops. & Serv. Senior Auditor
4 Prio Ambardi Ops. & Serv. Senior Auditor
5 Cecep Kurnia Ops. & Serv. Senior Auditor
6 Indah Wijayanti Ops. & Serv. Senior Auditor

Nama Jabatan
No
Name Position
7 Dalisnia Ops. & Serv. Senior Auditor
8 Purbantoro Ops. & Serv. Senior Auditor
Infrastructure & Facility Audit
9 Siswanto Vice President of Infrastruktur & Facility Audit
10 Imam Zaenal Ehwan Infrastructure & Facility Senior Audit
11 Rafdi Infrastructure & Facility Senior Audit
12 Prayoedi Herlebeng Infrastructure & Facility Senior Audit
13 Karnedi Infrastructure & Facility Senior Audit
14 Reiza Irfansyah Infrastructure & Facility Senior Audit
Business & Support Audit
15 Syamsuddin Vice President of Business & Support Audit
16 Mulyana Business & Support Senior Audit
17 Evi Heltysiana Business & Support Senior Audit
18 Dwi Aries Darmawan Business & Support Senior Audit
19 Batte Raymond Business & Support Senior Audit
20 Tarsono Business & Support Senior Audit
21 Desy Susanti Business & Support Senior Audit
22 Dude Rahmawan Business & Support Senior Audit
23 Dania Nuraini Business & Support Senior Audit
24 Elfin Business & Support Senior Audit
25 Irviandi Irfan Business & Support Senior Audit
26 Hetty Sulistyawaty Business & Support Senior Audit
27 Yusup Andi Kurniawan Business & Support Senior Audit
28 Anindita Arief Business & Support Senior Audit
Staf Junior (Sekretariat) | Junior Staffs (Secretariat)
29 Ferry Wirawan Staf Senior | Senior Staff

SDM dan Sertifikasi Profesi HC and Professional Certification

Jumlah SDM di Internal Audit sebanyak 29 (dua puluh The number of HC in Internal Audit was 29 (twenty-nine)
sembilan) orang yang terdiri dari 28 SDM Auditor memiliki personnels consisting of 28 HC Auditors who have adequate
kualifikasi dan kompetensi yang memadai dalam qualifications and competencies in carrying out their
melaksanakan fungsi dan tugasnya. functions and duties.
Secara lengkap nama personel Internal Audit dan Sertifikasi The complete names of the Internal Audit personnels and
profesi yang dimiliki sebagai berikut: Professional Certification owned are as follows:
Nama Jabatan Nama Diklat Keterangan

No
Name Position Education and Training Name Information
1 Arif Darmawan Senior Vice President of Internal Auditor Probity Audit
2 Andang Santoso VP of Operation & Service Audit Probity Audit
3 Dwi Warasto Senior Auditor Professional Internal Audit (PIA)
4 Prio Ambardi Senior Auditor Professional Internal Audit (PIA)
5 Indah Wijayanti Senior Auditor Diklat Dasar Audit (DDA)

Education and Training of Basic Audit (DDA)
6 Cecep Kurnia Senior Auditor Audit Intern Tk. Lanjutan 1

Internal Audit Advanced Level 1
7 Purbantoro Senior Auditor Komunikasi Psikologi Audit (KPA)

Audit Psychology Communication (KPA)
8 Dalisnia Senior Auditor Diklat Dasar Audit (DDA)

Infrastructure & Facility Audit
9 Siswanto VP of Infrastructure & Facility Audit Probity Audit
10 Imam Zaenal Senior Auditor Probity Audit

Ehwan
11 Rafdi Senior Auditor
12 Prayoedi Herlebeng Senior Auditor Sertifikasi Qualified Internal Audit (Sert. QIA)
Qualified Internal Audit Certification (QIA
Certification)
13 Reiza Irfansyah Junior Auditor Audit Operasional (AO)

Operational Audit (AO)
Business & Supporting Audit
14 Syamsuddin VP of Business & Suporting Audit Professional Internal Audit (PIA)
15 Evi Heltysiana Senior Auditor Audit Operasional (AO)


Nama Jabatan Nama Diklat Keterangan

No
Name Position Education and Training Name Information
Business & Supporting Audit
16 Desy Susanti Senior Auditor Komunikasi Psikologi Audit (KPA)

Audit Psychology Communication (KPA)
17 Mulyana Senior Auditor Audit Operasional (AO)

18 Dwi Aries Senior Auditor Audit Operasional (AO)

Darmawan Operational Audit (AO)
19 Tarsono Senior Auditor Professional Internal Audit (PIA)
20 Batte Raymond Senior Auditor Audit Intern Tk. Lanjutan 1

21 Dude Rahmawan Senior Auditor Probity Audit (PA)
22 Dania Nuraini Junior Auditor Fraud Audit
23 Elfin Junior Auditor Audit Intern Tk. Lanjutan 1

24 Irviandi Irfan Junior Auditor Diklat Dasar Audit (DDA)

25 Hetty Sulistyawaty Junior Auditor Fraud Audit
26 Yusup Andi Junior Auditor Diklat Dasar Audit (DDA)

Kurniawan Education and Training of Basic Audit (DDA)
27 Anandita Arief Junior Auditor Diklat Dasar Audit (DDA)

Aditama Education and Training of Basic Audit (DDA)
Internal Auditor Officer
28 Ferry Wirawan Internal Audit Junior Officer Pengelolaan Tugas-tugas Audit (PTTA)
Audit Duties Management (PTTA)
Piagam Internal Audit Internal Audit Charter

Internal Audit memiliki Piagam Internal Audit (Internal Audit Internal Audit has an Internal Audit Charter which was
Charter) yang disahkan pada tahun 2013. Isi dari Internal Audit approved in 2013. The contents of the Internal Audit Charter
Charter sebagai berikut: 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, Objektivitas 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 Audit Description of the 2019 Internal Audit Activities
Tahun 2019
Sesuai kewenangannya, Internal Audit memiliki wewenang In accordance with its authorities, the Internal audit has full
penuh dan tidak terbatas untuk mengakses seluruh sumber and unlimited authority to access all resources (information,
daya (informasi, dokumen, catatan, personel dan lain-lain) documents, records, personnels, etc) of the Company in order
Perseroan dalam rangka melaksanakan tugasnya sebagai to carry out its duties as Internal Audit.
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 2019 dirinci in an annual work program which in 2019 was detailed in the
dalam kegiatan PKAT (Program Kerja Audit Tahunan), activities of the PKAT (Annual Audit Work Program), Review of
Review Proyek Pengembangan Bandara, Review Pekerjaan Airport Development Projects, Review of Direct Appointment
Penunjukan Langsung, Pemeriksaan Khusus, Pendampingan Work, Special Inspections, Assistance of External Auditors,
Auditor Eksternal, Review Fungsi Internal Audit oleh Review of Internal Audit Functions by Independent,
Independen, Sosialisasi dan Penyempurnaan WBS (Whistle Socialization and Completion of WBS (Whistle Blowing
Blowing System), Benchmarking, Kegiatan In-House Training System), Benchmarking, In-House Training and Sharing
and Sharing Session, Pelaksanaan Pemeriksaan Khusus, Session Activities, Implementation of Special Inspections,
Monitoring Tindak Lanjut Temuan Auditor, Pelaksanaan Monitor the Follow-Up on Auditor Findings, Implementation
Pendidikan dan Pelatihan (Diklat), Sosialisasi Pedoman of Education and Training (Diklat), Socialization of Guidelines
Sistem Pengendalian Manajemen dan Penyusunan Pedoman for Management Control Systems and Preparation of Fraud
Probity Audit Berbasis Risiko Fraud. Risk-Based Probity Audit 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 berpedoman pada Program Audit conducted based on the Audit Program that was established
yang telah dibuat pada awal tahun. Dalam Program Kerja at the beginning of the year. In 2019 Internal Audit Annual Work
Audit Tahunan Internal Audit Tahun 2019, telah diprogramkan Program, the audit program has been programmed for one
pelaksanaan kegiatan audit dalam satu tahun yakni year, namely the implementation of routine audits and several
pelaksanaan Audit rutin dan beberapa program lainnya. other programs. In the realization of its implementation,
Dalam realisasi pelaksanaannya, kegiatan audit operasional annual operational audit activities run smoothly.
tahunan berjalan dengan lancar.
Sesuai dengan Program Kerja Audit Tahunan (PKAT) Internal In accordance with the Annual Audit Work Program (PKAT)
Audit Tahun 2019 yang telah disusun berdasarkan basis risiko, for Internal Audit in 2019 which has been prepared on risk
maka Internal Audit telah menetapkan prioritas objek audit based, the Internal Audit has set the priority of audit objects
di tahun ini sebanyak 12 objek audit yang terdiri atas 7 (tujuh) in this year as many as 12 audit objects consisting of 7 (seven)
Kantor Cabang, Kantor Pusat Tahap I (Airport Construction Branch Offices, Head Office Phase I ( Airport Construction
Development/ACD), Kantor Pusat Tahap II (Operasional) serta Development/ACD), Head Office Phase II (Operational)
telah dilakukan Audit terhadap 3 (tiga) Anak Usaha yakni PT and an Audit of 3 (three) Subsidiaries, namely PT Angkasa
Angkasa Pura Solusi, PT Angkasa Pura Kargo dan PT Angkasa Pura Solusi, PT Angkasa Pura Kargo and PT Angkasa Pura
Pura Propertindo sebagai tindak lanjut atas amanah Rapat Propertindo as a follow up to the mandate of the Q1 2019
Pimpinan Q1 tahun 2019. Management Meeting.

Dalam pengadaan audit eksternal oleh Kantor Akuntan Publik In the procurement of external audits by the Public Accounting
(KAP) untuk tahun ini dari hasil Rapat Gabungan (RAGAB) Q2 Firm (PAF) for this year the results of the Q2 Joint Meeting
telah menyerahkan kepada unit Internal Audit sebagai unit (RAGAB) have been submitted to the Internal Audit unit
teknis. Sebagai kelanjutan dari hasil Rapat Pimpinan (RAPIM) as a technical unit. As a continuation of the results of the
awal tahun 2019 maka kembali ditunjuk KAP Ernst & Young. Management Meeting (RAPIM) in early 2019, Ernst & Young was
Sampai dengan triwulan IV 2019 KAP Ernst & Young tersebut appointed again. Until the fourth quarter of 2019 the Ernst &
telah mulai melaksanakan tugasnya. Young Public Accounting Firm has begun to carry out its duties.
Unit Internal Audit telah menyusun Program Kerja Audit The Internal Audit Unit has prepared the 2019 Annual Audit
Tahunan (PKAT) Tahun 2019 sebagai uraian program kerja Work Program (PKAT) as a description of the work program
Unit Internal Audit selama tahun 2019. Dalam rangka evaluasi of the Internal Audit Unit in 2019. In the context of evaluating
pelaksanaan program kerja tersebut secara berkala maka the implementation of the work program on a regular basis,
disusunlah Laporan Kinerja Internal Audit Tahun 2019. the 2019 Internal Audit Performance Report was prepared.
Pada pelaksanaan audit tahunan, Internal Audit juga During the implementation of annual audit, Internal Audit has
melakukan salah satu fungsinya yakni sebagai konsultan also conducted one of its functions such as consultant to the
kepada Perseroan. Hal ini telah dilakukan bersamaan dengan Company. This has been carried out along with Operational
kegiatan Audit Operasional pada tahun 2019. Audit activities in 2019.
1. Audit Operasional 1. Operational Audit
Pada Program Kerja Audit Tahun 2019 telah direncanakan In the 2019 Audit Work Program, an operational audit
untuk dilakukan audit operasional yang terdiri dari 11 has been planned to consist of 11 audit objects,
objek audit yaitu: namely:
a. Airport Construction Division Kantor Pusat; a. Airport Construction Division Headquarters;
b. KCU. Bandara Soekarno-Hatta, Tangerang; b. KCU. Soekarno-Hatta Airport, Tangerang;
c. KC. Bandara Kualanamu, Deli, Serdang; c. KC. Kualanamu Airport, Deli, Serdang;
d. KC. Bandara Sultan Syarif Kasim II, Pekanbaru; d. KC. Sultan Syarif Kasim II Airport, Pekanbaru;
e. KC. Bandara Supadio, Pontianak; e. KC. Supadio Airport, Pontianak;
f. KC. Bandara Sultan Mahmud Badaruddin II, f. KC. Sultan Mahmud Badaruddin II Airport,
Palembang; Palembang;
g. KC. Bandara Int’l Minangkabau, Padang; g. KC. Minangkabau Int'l Airport, Padang;
h. KC. Bandara Tjilik Riwut; h. KC. Tjilik Riwut Airport.
i. PT Angkasa Pura Solusi (Anak Usaha); i. PT Angkasa Pura Solusi (Subsidiary);
j. PT Angkasa Pura Kargo (Anak Usaha); j. PT Angkasa Pura Kargo (Subsidiary);
k. PT Angkasa Pura Propertindo (Anak Usaha). k. PT Angkasa Pura Propertindo (Subsidiary).
2. Review 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
melakukan review pengadaan barang dan jasa atas of the procurement of goods and services for the work
pekerjaan proyek pengembangan bandara dimaksud. of the airport development projects.
Kegiatan review proyek dimaksudkan untuk menilai The project review activity is intended to assess the
pelaksanaan pekerjaan pengembangan bandara yang implementation of airport development work carried
dilakukan oleh PT Angkasa Pura II (Persero) di seluruh out by PT Angkasa Pura II (Persero) in all branch offices
kantor cabang apakah telah berjalan lancar, sesuai whether it has been running smoothly, in accordance
dengan ketentuan yang berlaku dan memenuhi prinsip- with applicable regulations and meets the principles of

prinsip tata kelola perusahaan yang baik (Good Corporate good corporate governance. in 2019 according to the plan
Governance). Pada tahun 2019 sesuai rencana dilakukan an airport development project review will be carried out
review proyek pengembangan bandara pada 3 Kantor at 3 Branch Offices namely:
Cabang yaitu :
a. Bandara Kualanamu – Deli Serdang; a. Kualanamu Airport - Deli Serdang;
b. Runway Bandara Soekarno-Hatta; b. Soekarno-Hatta Airport Runway;
c. Bandara Kertajati – Jawa Barat. c. Kertajati Airport - West Java.
3. Probity Audit 3. Probity Audit

Sesuai dengan kriteria/ketentuan maka program In accordance with the criteria/provisions, the 2019
investasi tahun 2019 yang perlu mendapatkan investment program that needs assistance through
pendampingan melalui probity audit adalah pekerjaan probity audit is the following work:
sebagai berikut:
Probity Audit pada Pekerjaan Investasi Tahun 2019

Probity Audit on Investment Work in 2019
Uraian Pekerjaan Nilai (000)

No Volume
Description Value (000)
Airport Construction Division
1 Pembangunan Cargo Village 1 Paket 600.000.000

Cargo Village Development 1 Package
Bandara Internasional Soekarno-Hatta | Soekarno-Hatta International Airport
2 Peningkatan Daya Dukung Fasilitas Pergerakan Sisi Udara Selatan (Termasuk Penyehatan Runway) 1 Paket 250.000.000
Increased Carrying Capacity for South Air Side Movement Facilities (Including Runway Restoration) 1 Package
Total 2 Paket 850.000.000

2 Package
Pelaksanaan Program Kerja Implementation Of Work Programs

Sebagaimana program kerja tahun 2019 sampai dengan For the work program in 2019, until Q IV the following audit
Triwulan IV telah dilaksanakan kegiatan audit sebagai berikut: activities have been carried out:
Objek Audit Pelaksanaan Waktu

No
Audit Object Execution Time
1 PT Angkasa Pura Solusi (Anak Usaha); Triwulan I - 2019 18 Februari - 08 Maret 2019
PT Angkasa Pura Solusi (subsidiary); QI - 2019 February 18 - March 08, 2019
2 PT Angkasa Pura Kargo (Anak Usaha); Triwulan I - 2019 18 - 28 Februari 2019

PT Angkasa Pura Kargo (subsidiary); QI - 2019 February 18 - 28, 2019
3 PT Angkasa Pura Propertindo (Anak Usaha) Triwulan I - 2019 18 - 28 Februari 2019

PT Angkasa Pura Propertindo (subsidiary) QI - 2019 February 18 - 28, 2019
4 Kantor Pusat Tahap I (Unit: Airport Construction Division) Triwulan I - 2019 25 Maret - 05 April 2019
Head Office Phase I (Unit: Airport Construction Division) QI - 2019 March 25 - April 05, 2019

Objek Audit Pelaksanaan Waktu

No
Audit Object Execution Time
5 Bandara Internasional Kualanamu – Medan Triwulan I - 2019 25 Maret - 05 April 2019

Kualanamu International Airport - Medan QI - 2019 March 25 - April 05, 2019
6 Bandara Internasional Minangkabau - Padang Triwulan II - 2019 1 - 12 Juli 2019

Minangkabau International Airport - Padang QII - 2019 July 1 - 12, 2019
7 Bandara Sultan Mahmud Badaruddin II - Palembang Triwulan II - 2019 1 - 12 Juli 2019

Sultan Mahmud Badaruddin II Airport - Palembang QII - 2019 July 1 - 12, 2019
8 Bandara Sultan Syarif Kasim II - Pekanbaru Triwulan III - 2019 15 - 26 Juli 2019
Sultan Syarif Kasim II Airport - Pekanbaru QIII - 2019 July 15 - 26, 2019
9 Bandara Supadio - Pontianak Triwulan III - 2019 22 Juli - 02 Agustus 2019

Supadio Airport - Pontianak QIII - 2019 July 22 - August 02, 2019
10 Bandara Internasional Soekarno - Hatta Triwulan III - 2019 12 Agustus - 20 September 2019
Soekarno-Hatta International Airport QIII - 2019 August 12 - September 20, 2019
11 Bandara Tjilik Riwut - Palangkaraya Triwulan IV - 2019 09 - 18 Oktober 2019

Tjilik Riwut Airport - Palangkaraya QIV - 2019 October 09 - 18, 2019
12 Kantor Pusat Triwulan IV 2019 25 November - 20 Desember 2019

Head Office QIV - 2019 November 25 - December 20, 2019
Pada pelaksanaan PKAT tahun 2019 yang dilaksanakan In the implementation of PKAT 2019 which was held in 7
di 7 (tujuh) Kantor Cabang, 3 (tiga) Anak Usaha serta 2 (seven) Branch Offices, 3 (three) Subsidiaries and 2 (two) Head
(dua) Kantor Pusat (Airport Construction Division/ACD dan Offices (Airport Construction Division/ACD and Operations)
Operasional) dapat dijelaskan sebagai berikut: can be explained as follows:
%)
(20 No Subject Total %
7
12
(34
1 Infra. & Fas. 12 34

%)
4( 1 2 %)
2 Commercial 7 20
3 Fin. & CSR 5 14
(1 4 Ops. & Service 4 12

5
4%
) %)
7 (20 5 HC, GA & IT 7 20
Temuan 35 100
Infra. & Fas. Ops. & Service
Commercial HC, GA & IT
Fin. & CSR

Dari seluruh temuan hasil audit pada pelaksanaan PKAT From all audit findings on the implementation of PKAT 2019,
tahun 2019 dapat dijelaskan temuan yang dominan pada it can be explained that the dominant findings in each field
tiap bidangnya sebagaimana data berikut: are as follows:
Bidang Temuan Dominan

No
Field Dominant Findings
1 Infrastructure & Facility 1. Hasil Pekerjaan Tidak Sesuai Spesifikasi Kontrak;

2. Administrasi Perubahan Pekerjaan Tidak GCG.
1. Work Results Not in Accordance with the Contract Specifications;
2. Administration of Work Changes is Not GCG
2 Commercial 1. Pengelolaan Pendapatan Parkir Tidak Optimal;

2. Penagihan Unscheduled Flight Tidak Optimal;
3. Penanganan Kontrak Komersial yang Cukup Lama.
1. Management of Parking Revenues is Not Optimal
2. Unscheduled Flight Billing is Not Optimal
3. Long-term Commercial Contract Handling
3 Operation & Service 1. Pemeliharaan Fasilitas Tidak Sesuai Ketentuan;

2. Pemeriksaan Pengamanan Tidak Sesuai Ketentuan.
1. Maintenance of Facilities is Not in Accordance with the Provisions;
2. Security Checks are Not in Accordance with the Provisions.
4 Finance & CSR 1. Pertanggungjawaban Persekot Dinas;

2. Terdapat Pendapatan yang Masih Harus Diterima (PYMHD) Belum Dibayarkan;
3. Pengendalian AUC.
1. Accountability of the Official Commodity Service;
2. There Is Unpaid Accrued Income (PYMHD)
3. Control of AUC
5 HC, GA & IT Tagihan Obat-obatan dengan PT Kimia Farma Tidak Sesuai Kesepakatan.
Drug bills with PT Kimia Farma are not in accordance with the agreement
Terhadap audit yang telah dilakukan pada 8 objek audit With regard to audits that have been carried out on 8 audit
dapat dijelaskan komposisi temuan per bidang pada tiap- objects, it can be explained the composition of findings per
tiap objek audit tersebut sebagaimana tabel berikut: sector in each of the audit objects as the following table:
Komposisi Temuan pada Objek Audit

Composition of Findings on Audit Objects
Objek Audit
INFRA. & FAC. OPS. & SERV. COMMERCIAL FINANCE & CSR HC, GA & IT
Audit Objects
PST – ACD 2 0 0 0 0
KC. KNO - SUMUT 3 1 4 0 1
KC. BIM – PDG 1 0 1 2 1
KC. SSK-II – PKU 2 2 0 2 0
KC. SMB-II – PLM 1 1 2 0 1
KC. SUPADIO - PNK 3 0 0 1 4
KC. TJR - PKY 0 0 2 1 0
KCU. BSH 4 3 4 2 1
Total 16 7 13 8 8

1. Hasil Pemantauan Risiko 1. Risk Monitoring Results

Dalam pelaksanaan audit operasional ke seluruh Kantor In conducting operational audits of all PT Angkasa Pura
Cabang Bandara PT Angkasa Pura II (Persero) Internal II (Persero) Airport Branch Offices, Internal Audit also
Audit juga melakukan pemantauan terhadap mitigasi monitors the risk mitigation of each Branch Office. In
risiko setiap Kantor Cabang. Pada penilaian mitigasi this risk mitigation assessment, Internal Audit assesses
risiko ini Internal Audit menilai aktifitas pengendalian the control activities that have been carried out by the
yang telah dilakukan oleh Risk Owner apakah sudah Risk Owner whether it is effective or still needs advice,
efektif atau masih memerlukan saran, atau bahkan dapat or can even lead to new risks. The detailed results of
menimbulkan risiko baru. Secara rinci hasil pemantauan risk monitoring can be explained as follows:
risiko dapat dijelaskan sebagai berikut:
a. Airport Construction Division – PST a. Airport Construction Division – PST
Dari hasil risk register yang telah dilakukan oleh unit From the results of the risk register conducted
Risk Management pada ACD (Airport Construction by the Risk Management unit at the ACD (Airport
Division) terdapat 11 (sebelas) jumlah risiko yang Construction Division) there are 11 (eleven) amounts
dapat dijelaskan pada tabel berikut: of risk that can be explained in the following table:
Nama Risiko Tambahan Saran Perbaikan Efektifitas Risiko Baru yang Ditemukan
No
Risks Additional Improvement Advice Effectiveness New Risk Found
1 Risiko terlambatnya penyelesaian Menginstruksikan konsultan pengawas Belum Risiko tidak tercapainya target
proyek pengembangan bandar udara. untuk lebih meningkatkan pengawasan Ditindaklanjuti sasaran Perseroan.
The risk of delay in completion of pelaksanaan proyek. Not Followed Up The risk of not achieving the
airport development project Instruct a supervisory consultant to company's targets
further enhance oversight of project
implementation.
2 Risiko kecelakaan akibat Menerapkan sanksi kepada Kontraktor Belum Risiko menurunkan image atau
pelaksanaan proyek Pelaksana apabila tidak melaksanakan Ditindaklanjuti citra Perseroan.
Accident risk due to project K3 sesuai kontrak Not Followed Up The risk of reducing the image
implementation Apply sanctions to the Implementing of the company
Contractor if they do not implement K3
according to the contract
3 Risiko terkenanya fasilitas Memberikan sanksi denda kepada Konsultan Belum Risiko mendapat teguran/
operasional bandara akibat Pengawas (MK) jika pekerjaan proyek Ditindaklanjuti sanksi dari regulator
pelaksanaan proyek menyebabkan fasilitas operasional rusak Not Followed Up Risk of reprimand/sanction
Risk of airport operational facilities Imposing fines to the Supervising Consultant from the regulator
due to project implementation (MK) if the project work causes damage to
operational facilities
4 Risiko gagalnya fungsi fasilitas Melakukan evaluasi terhadap hasil Belum Risiko menurunkan image atau
pengembangan bandara perencanaan (DED) dan memasukkan Ditindaklanjuti citra Perseroan.
Risk of failure of the airport tanggungjawab konsultan perencana hingga Not Followed Up The risk of reducing the image
development facilities function pekerjaan selesai dalam klausul kontrak of the company
Evaluate the results of planning (DED) and
include the responsibilities of the planning
consultant until the work is completed in the
contract clause
5 Risiko inefisiensi pengelolaan Membuat surat kepada para vendor agar Belum Tidak Ada
cashflow untuk melakukan penagihan, sesuai dengan Ditindaklanjuti No
The risk of inefficient cashflow progres fisik pekerjaan Not Followed Up
management Send a letter to the vendors to do the
billing, in accordance with the physical
progress of the work
6 Risiko peningkatan biaya proyek Penyusunan HPS/BoQ dibuat berdasarkan Belum Tidak Ada
Risk of increasing Project Costs harga satuan pasar atau harga satuan yang Ditindaklanjuti No
ada dalam E-Catalog LKPP Not Followed Up
The preparation of HPS/BoQ is made based
on market unit prices or unit prices that
exist in the LKPP E-Catalog

Nama Risiko Tambahan Saran Perbaikan Efektifitas Risiko Baru yang Ditemukan
No
Risks Additional Improvement Advice Effectiveness New Risk Found
7 Risiko reputasi/publisitas Perseroan Tidak Ada Belum Tidak Ada

Company reputation/publicity risk No Ditindaklanjuti No
Not Followed Up
8 Risiko fluktuasi/peningkatan beban Membuat komitmen kerja antara unit Belum Tidak Ada
bunga pinjaman keuangan dan unit ST terkait realisasi fisik Ditindaklanjuti No
Risk of fluctuation/increase in loan dan pembayaran Not Followed Up
interest expense Make work commitments between financial
units and ST units related to physical
realization and payment
9 Risiko laporan keuangan tidak Melakukan evaluasi dan koreksi dan/atau Belum Tidak Ada
menggambarkan kondisi yang reklasifikasi atas perbedaan pencatatan Ditindaklanjuti No
sebenarnya dalam Laporan Keuangan Not Followed Up
The risk of financial statements does Conduct Evaluation and Correction and/or
not reflect the actual conditions Reclassification of differences in records in
the Financial Statements
10 Risiko sanksi denda pajak Tidak Ada Belum Tidak Ada

Risk of tax penalty sanctions No Ditindaklanjuti No
Not Followed Up
11 Risiko timbulnya tuntutan hukum Tidak Ada Belum Tidak Ada

Risk of lawsuits arising No Ditindaklanjuti No
Not Followed Up
b. KC. Bandara Kualanamu b. Kuala Namu Aiprort branch

Dari hasil risk register yang telah dilakukan oleh unit From the results of the risk register that has been
Risk Management pada KC. Kualanamu terdapat carried out by the Risk Management unit at KC.
19 (sembilan belas) jumlah risiko pada bidang Kualanamu there are 19 (nineteen) risks in the field
Operasi dan Teknik dan 11 (sebelas) jumlah risiko of Operations and Engineering and 11 (eleven)
pada bidang Administrasi, Keuangan dan Komersial risks in the field of Administration, Finance and
sebagaimana dapat dijelaskan sebagai berikut: Commercial as can be explained as follows:
• Pada bidang Operasi dan Teknik secara umum • In the field of Operations and Engineering in
aktifitas pengendalian risiko sudah berjalan general risk control activities have been running
dengan efektif dan memadai namun masih effectively and adequately, but there are still
terdapat beberapa saran yang menjadi masukan some suggestions that become input to control
pada aktifitas pengendalian yakni: activities, namely:
-- Meningkatkan pemeriksaan pada pos -- Improve checks on Restricted Regional Security
penjagaan Daerah Keamanan Terbatas; guard posts;
-- Segera memasang media convereter agar CCTV -- Immediately install media converter so that
dapat difungsikan sesuai ketentuan; CCTV can function according to the provisions;
-- Meningkatkan pengawasan Pest control secara -- Increase periodic Pest control supervision and
berkala dan bekerjasama dengan stakeholder cooperate with stakeholders in handling wild
dalam penanganan hewan liar; animals;
-- Segera melakukan perbaikan secara -- Immediately undertake overall repairs related
keseluruhan terkait dengan gedung yang to damaged buildings;
mengalami kerusakan;
-- Segera mengusulkan pemasangan peralatan -- Immediately propose the installation of
untuk pengusir burung. equipment for bird repellent.

• Pada bidang Administrasi, Keuangan dan • In the field of Administration, Finance and
Komersial secara umum aktifitas pengendalian Commercial in general risk control activities
risiko sudah berjalan dengan efektif dan have been running effectively and adequately,
memadai namun masih terdapat beberapa but there are still some suggestions that become
saran yang menjadi masukan pada aktifitas input to control activities, namely:
pengendalian yakni:
-- Perlunya perbaikan pada pola rekrutmen -- Need for improvement in recruitment patterns
pada HRD; in HRD;
-- Melakukan percepatan terhadap pembayaran -- Accelerate the protracted payment of BHS
piutan BHS yang berlarut-larut; receivables;
-- Segera melakukan inventarisir terhadap -- Immediately carry out an inventory stock take
penggunaan RDO dan mengenakan biaya sewa of RDO usage and charge rental fees to external
terhadap pengguna eksternal serta melakukan users and carry out regular RDO maintenance
perencanaan pemeliharaan RDO secara planning;
berkala;
-- Terhadap piutang pada bagian keuangan perlu -- For accounts receivable in the finance
dilakukannya penagihan secara tepat waktu department, it is necessary to bill in a timely
dan berkesinambungan. and sustainable manner.
c. KC. Bandara Sultan Mahmud Badaruddin II c. KC. Sultan Mahmud Badaruddin II Airport
Dari hasil risk register yang telah dilakukan oleh From the results of the risk register that has
unit Risk Management pada KC. Sultan Mahmud been carried out by the Risk Management unit at
Badaruddin II terdapat 19 (sembilan belas) KC. Sultan Mahmud Badaruddin II there are 19
jumlah risiko yakni pada bidang Operasi dan (nineteen) risks, namely in the field of Operations
Teknik sebanyak 9 (sembilan) risiko, pada bidang and Engineering as many as 09 (nine) risks, in the
Administrasi, Keuangan dan Komersial sebanyak Administration, Finance and Commercial fields as
10 (sepuluh) risiko sebagaimana dapat dijelaskan many as 10 (ten) risks as can be explained as follows:
sebagai berikut:
-- Segera melakukan rencana pengendalian -- Immediately carry out a tight supervision
pengawasan secara ketat dan sosialisasi control plan and socialization to Airlines related
kepada Airlines terkait pembatasan operasi to the limitation of the operation of the largest
pesawat udara terbesar yang dapat dilayani aircraft that can be serviced namely A330-300
yaitu pesawat A330-300 dan membuat aircraft and make a Category E Aircraft Safety
Safety Plan Pelayanan Pesawat Kategori E di Service Plan in the Movement Area of SMB II
Movement Area bandara SMB II. airport.
risiko sudah berjalan dengan efektif dan memadai have been running effectively and adequately,
namun masih terdapat saran yang menjadi but there are still some suggestions that become
masukan pada aktifitas pengendalian yakni: input to control activities, namely:
-- Memberikan pelatihan berkala kepada personel -- Provide periodic training to CSR personnel;
CSR.

d. KC. Bandara Internasional Minangkabau d. KC. Minangkabau International Airport

Risk Management pada KC. Bandara Internasional carried out by the Risk Management unit at KC.
Minangkabau terdapat 17 (tujuh belas) jumlah risiko Minangkabau International Airport. There are
yakni pada bidang Operasi dan Teknik sebanyak 17 (seventeen) risk, with a total of 10 (ten) risks
10 (sepuluh) risiko, pada bidang Administrasi, in the Operations and Engineering fields, in the
Keuangan dan Komersial sebanyak 07 (tujuh) risiko Administration, Finance and Commercial sectors
sebagaimana dapat dijelaskan sebagai berikut: as many as 07 (seven) risks as can be explained as
follows:
-- Menginstruksikan konsultan pengawas untuk -- Instruct a supervisory consultant to further
lebih meningkatkan pengawasan pelaksanaan enhance oversight of project implementation;
proyek;
-- Petugas AVSEC lebih meningkatkan pengawasan -- AVSEC officers further increase supervision
di SCP 2 terhadap penumpang yang terindikasi in SCP 2 of passengers indicated to carry
membawa dangerous good (DG). dangerous good (DG).
risiko sudah berjalan dengan efektif dan have been running effectively and adequately,
memadai namun masih terdapat beberapa but there are still some suggestions that become
saran yang menjadi masukan pada aktifitas input to control activities, namely:
pengendalian yakni:
-- Melakukan sosialisasi terhadap pengusaha -- Disseminating local entrepreneurs about the
lokal tentang perlunya koordinasi bisnis need for joint business coordination with big
bersama dengan pengusaha brand besar brand entrepreneurs to provide choices for
untuk memberikan pilihan kepada konsumen/ consumers/users of airport services, especially
pengguna jasa bandara khususnya wisatawan foreign tourists;
asing;
-- Commercial Division KC BIM Padang segera -- KC BIM Padang Commercial Division
menyelesaikan proses BAC/IP termasuk immediately completes the BAC/IP process
evaluasi awal persyaratan kontrak; including an initial evaluation of contract
requirements;
-- Rescheduling dan monitoring agar segera -- Rescheduling and monitoring can be carried
dapat dilaksanakan sesuai rencana out immediately according to the plan of
pelaksanaan program kemitraan. implementing the partnership program.
e. KC. Bandara Sultan Syarif Kasim II e. KC. Sultan Syarif Kasim II Airport
Risk Management pada KC. Sultan Syarif Kasim II carried out by the Risk Management unit at KC.
pada bidang Operasi dan Teknik terdapat saran dari Sultan Syarif Kasim II in the field of Operations and
hasil mitigasi risiko sebagaimana dapat dijelaskan Engineering there are suggestions from the results of
sebagai berikut: risk mitigation as can be explained as follows:

-- Membuat Standard Operating Procedure (SOP) -- Make a Standard Operating Procedure (SOP) for
kegiatan pengawasan pelayanan, maintenance service supervision, maintenance and airside
dan operasi sisi udara; operations;
-- Menyampaikan SOP tersebut di atas kepada -- Deliver the SOP above to the Airport Quality
unit Airport Quality Assurance; Assurance unit;
-- Melakukan evaluasi terhadap pelaksanaan SOP. -- Evaluate SOP implementation.
2. Review Proyek Pengembangan Bandara 2. Review of the Airport Development Project

Sesuai dengan rencana kerja yang telah ditetapkan In accordance with the work plan that has been
bahwa kegiatan review proyek yang telah terlaksana determined that the project review activity that
adalah Review Proyek Pembangunan Airport Hotel has been carried out is a Review of the Airport
Bandara Internasional Kualanamu, Deli Serdang pada Development Project Kualanamu International Airport
tanggal 13 - 24 Mei 2019. Hotel, Deli Serdang on May 13-24, 2019.
Permasalahan umum yang ditemukan adalah sebagai Common problems found are as follows:
berikut:
a. Ketidaksesuian spesifikasi teknis antara realisasi a. Mismatch of technical specifications between
dengan kontrak; realization and contract;
b. Perbedaan realisasi harga dengan Rencana b. Differences in price realization with the Budget &
Anggaran & Biaya (RAB); Cost Plan (RAB);
c. Tenaga ahli dari Konsultan Pengawas yang tidak c. Experts from Supervising Consultants who do not
sesuai keahliannya. match their expertise.
3. Audit Khusus 3. Special Audit

Telah dilakukan 2 (dua) kali audit khusus yakni: Two special audits have been carried out, namely:
a. Kenaikan Harga Satuan Signage pada Pekerjaan a. Signage Unit Price Increase in the Interior Works of
Interior Terminal Ultimate Bandara Supadio the Supadio Airport Pontianak Ultimate Terminal, is
Pontianak, saat ini dalam proses penyelesaian currently in the process of completing the follow-up
tindak lanjut pengembalian pembayaran dari on the refund of the work contractor.
kontraktor pelaksana pekerjaan.
b. Perbantuan Pendampingan Audit PT Angkasa b. Audit Assistance of PT Angkasa Pura Solusi (APS) on
Pura Solusi (APS) terhadap kinerja AVSEC PT APS, the performance of PT APS AVSEC, namely the abuse
yakni adanya penyalahgunaan wewenang dalam of authority in carrying out the task of monitoring
pelaksanaan tugas pengawasan pergerakan barang the movement of goods and passengers at BSH
dan penumpang di Terminal BSH. Terminal.
4. Probity Audit 4. Probity Audit

Pelaksanaan probity audit pada Triwulan IV tahun 2019 The implementation of probity audit in Q IV 2019 has
telah dilakukan pada KCU BSH dan Anak Usaha PT been carried out at KCU BSH and PT Angkasa Pura
Angkasa Pura II yang meliputi mulai dari perencanaan, II's Subsidiaries which covers the planning, vendor
proses pemilihan vendor dan pelaksanaan pekerjaan selection process and work implementation up to the
hingga serah terima pekerjaan. handover of the work.

5. Self Assessment 5. Self Assessment

Assessment fungsi Internal Audit dilaksanakan secara The Internal Audit function assessment is carried out
mandiri dengan menggunakan model Instrumen independently using the Internal Audit Capability Model
Internal Audit Capability Model (IACM) dan hasilnya (IACM) and the results are validated by the Financial and
divalidasi oleh Badan Pengawasan Keuangan dan Development Supervisory Agency (BPKP).
Pembangunan (BPKP).
Kegiatan assessment ini dilaksanakan pada Triwulan IV This assessment activity was carried out in Q IV 2018
2018 dan divalidasi pada Triwulan I 2019 dengan skor and validated in Q I 2019 with a level 3 score with
level 3 Dengan Catatan (3 DC). Notes (3 DC).
Adapun Rekomendasi yang diberikan Badan The recommendations given by the Financial and
Pengawasan Keuangan dan Pembangunan (BPKP) Development Supervisory Agency (BPKP) to the
terhadap laporan hasil penilaian awal (Initial report on the results of the initial assessment (Initial
Assessment) pada unit Internal Audit PT Angkasa Pura II Assessment) in the Internal Audit unit of PT Angkasa
(Persero) antara lain: Pura II (Persero) include:
Rekomendasi Laporan Tindak Lanjut Internal Audit

No
Report Recommendations Internal Audit Follow Up
1 Menyusun prioritas objek audit berdasarkan risiko tertinggi Menyusun pedoman/acuan mekanisme pemrioritasan objek audit sesuai
dengan memaksimalkan kapasitas Internal Auditor. SLA:
Establish priority audit objects based on the highest risk by 1. Mendapatkan Risk profile dari DRM
maximizing the capacity of the Internal Auditor. 2. Menghitung SLA dari masing-masing pemilik risiko
3. Menentukan 5 risiko teratas dari daftar objek audit.
4. Menyusun program kerja audit tahunan
Prepare guidelines/reference mechanism for prioritizing audit objects
according to SLA:
1. Get a risk profile from the DRM
2. Calculate SLAs from each risk owner
3. Determine the top 5 risks from the list of audit objects.
4. Develop an annual audit work program
2 Memiliki dokumen kebijakan dan strategi SDM yang Menyusun pedoman pengelolaan SDM:
menunjukkan pola pengembangan karir pegawai unit SPI. 1. Job spesifikasi untuk masing-masing posisi
Have HR policy and strategy documents that show the career 2. Daftar pelatihan yang harus diikuti
path development of SPI unit employees. 3. Persyaratan mengikuti jenjang pelatihan
4. Persyaratan untuk menjadi ketua tim
Develop HR management guidelines:
1. Job specifications for each position
2. List of training to be followed
3. Requirements to follow the training level.
4. Requirements to become a team leader
3 Memiliki kebijakan pimpinan SPI terkait pemberian Membuat pedoman untuk memilih auditor terbaik tahunan, ketua tim
penghargaan bagi Tim audit SPI. auditor terbaik:
Have an SPI leadership policy related to awarding the SPI 1. Menyusun definisi masing-masing posisi
audit team. 2. Menyusun persyaratan, dll
Make guidelines for selecting the best annual auditor, best auditor
team leader:
1. Arrange the definition of each position
2. Compiling requirements, etc.
4 Memberikan kesempatan setiap personel unit SPI untuk terlibat Telah diberikan secara terbuka kepada setiap personel Internal
dalam penugasan assurance dan consulting. Audit sebagaimana tergambar dalam setiap Surat Tugas (STUG) yang
Provide opportunities for each SPI unit personnel to be involved diterbitkan.
in assurance and consulting assignments. Has been given openly to each Internal Audit personnel as illustrated in
each Letter of Assignment (STUG) issued.

Rekomendasi Laporan Tindak Lanjut Internal Audit

No
Report Recommendations Internal Audit Follow Up
5 Mengembangkan sistem dan prosedur untuk monitor dan Penerapan sistem SIMA (Sistem Informasi Manajemen Audit)
melaporkan kinerja/efektifitas kegiatan audit internal yang 1. Melakukan evaluasi kelemahan SIMA
meliputi ketaatan terhadap hukum, aturan dan standar 2. Melakukan koordinasi perbaikan/peningkatan unjuk kerja SIMA
pemerintah serta kontribusi pada tata kelola manajemen risiko 3. Penggunaan/implementasi SIMA
dan pengendalian internal organisasi. Implementation of the SIMA (Audit Management Information System)
Develop systems and procedures to monitor and report on the system:
performance/effectiveness of internal audit activities, which 1. Evaluate SIMA weaknesses
include compliance with government laws, rules and standards 2. Coordinate improvement of SIMA performance
as well as contributions to the organization's risk management 3. Use/implementation of SIMA
and internal control.
6 Melakukan survey kepada pengguna laporan SPI terkait Melakukan survey, antara lain :
penyampaian laporan SPI apakah telah dilakukan secara 1. Menyusun daftar pertanyaan/questionnaire
informatif, relevan dan tepat waktu. 2. Melaksanakan survey ke setiap cabang secara online
Conduct a survey to users of SPI reports related to the 3. Membuat laporan hasil survey
submission of SPI reports whether it has been done in an Conducting surveys, including:
informative, relevant and timely manner. 1. Compiling a list of questions/questionnaire
2. Conduct surveys to each branch online
3. Make a report on the survey results.
Monitoring Tindak Lanjut Follow Up Monitoring

1. Tindak Lanjut Temuan Internal Audit 1. Follow-up on Operational/PKAT Internal Audit
Operasional/PKAT Findings
Sesuai dengan hasil monitoring sampai dengan In accordance with the results of monitoring up to Q IV
Triwulan IV tahun 2019 atas Audit tahun 2018 dengan 2019 on 2018 Audit with the following achievements:
capaian sebagai berikut:
Monitoring Tindak Lanjut Per Triwulan IV 2019

Follow-up Monitoring up to Q IV 2019
Objek Audit No. Laporan Jumlah Temuan Jumlah Rekomendasi Skor

No
Audit Object Report Number Number of Findings Total Recommendations Weight
1 KCU. Bandara Soekarno-Hatta, LHP.106/ADT-CGK/VI/2018 10 29 100%

Tangerang Tahap I Tanggal: 08 Juni 2018
KCU. Soekarno-Hatta Airport, LHP.106/ADT-CGK/VI/2018
Tangerang Phase I Date: June 08, 2018
2 KC Bandara Halim LHP.118/ADT-HLP/VIII/2018 9 30 100%

Perdanakusuma – JKT Tanggal: 14 Agustus 2018
KC Halim Perdanakusuma LHP.118/ADT-HLP/VIII/2018
Airport - JKT Date: August 14, 2018
3 KC Bandara SMB II – PLM LHP.123/ADT-PLM/VIII/2018 4 13 100%

KC SMB II Airport - PLM Tanggal: 27 Agustus 2018
LHP.123/ADT-PLM/VIII/2018
Date: August 27, 2018
4 KC Bandara Silangit – DTB LHP.128/ADT-DTB/IX/2018 4 10 100%

KC Silangit Airport - DTB Tanggal: 18 September 2018
LHP.128/ADT-DTB/IX/2018
Date: September 18, 2018


No
Audit Object Report Number Number of Findings Total Recommendations Score
5 KC Bandara Kualanamu – KNO LHP.133/ADT-KNO/XI/2018 2 6 100%

KC Kualanamu Airport - KNO Tanggal: 05 November 2018
LHP.133/ADT-KNO/XI/2018
Date: November 05, 2018
6 KC Bandara Int’l LHP.137/ADT-PDG/XI/2018 4 12 100%

Minangkabau – PDG Tanggal: 07 November 2018
KC Minangkabau Int'l LHP.137/ADT-PDG/XI/2018
Airport - PDG Date: November 07, 2018
7 KC. Bandara Sultan Syarif LHP.130/ADT-PKU/X/2018 3 9 100%

Kasim II – PKU Tanggal: 16 November 2018
KC. Sultan Syarif Kasim II LHP.130/ADT-PKU/X/2018
Airport - PKU Date: November 16, 2018
8 KC. Bandara Raja Haji LHP.159/ADT-TNJ/XI/2018 4 9 100%

Fisabilillah – TNJ Tanggal: 23 November 2018
KC. Raja Haji Fisabilillah LHP.159/ADT-TNJ/XI/2018
Airport - TNJ Date: November 23, 2018
9 KC. Bandara Husein LHP.129/ADT-BDO/X/2018 5 10 100%

Sastranegara – BDO Tanggal: 03 Oktober 2018
KC. Husein Sastranegara LHP.129/ADT-BDO/X/2018
Airport - BDO Date: October 03, 2018
10 KC. Bandara Sultan Iskandar LHP.142/ADT-BTJ/XI/2018 5 14 100%

Muda – BTJ Tanggal: 09 November 2018
KC. Sultan Iskandar Muda LHP.142/ADT-BTJ/XI/2018
Airport - BTJ Date: November 09, 2018
11 KC. Bandara Depati Amir – PGK LHP.136/ADT-PGK/XI/2018 2 9 100%

KC. Depati Amir Airport - PGK Tanggal: 07 November 2018
LHP.136/ADT-PGK/XI/2018
12 KC. Bandara Supadio – PNK LHP.141/ADT-PNK/XI/2018 4 10 100%

KC. Supadio Airport - PNK Tanggal: 08 November 2018
LHP.141/ADT-PNK/XI/2018
13 KC. Bandara LHP.138/ADT-BWX/XI/2018 2 9 100%

Banyuwangi – BWX Tanggal: 08 November 2018
KC. Banyuwangi Airport - BWX LHP.138/ADT-BWX/XI/2018
14 KC. Bandara Sultan LHP.160/ADT-DJB/XI/2018 4 6 100%

Thaha – DJB Tanggal: 28 November 2018
KC. Sultan Thaha Airport - DJB LHP.160/ADT-DJB/XI/2018
15 KCU. Bandara Soekarno – LHP.165/ADT-CGK/I/2019 8 19 100%

Hatta, Tangerang Tahap II Tanggal: 04 Januari 2019
KCU. Soekarno-Hatta Airport, LHP.165/ADT-CGK/I/2019
Tangerang Phase II Date: January 04, 2019
16 Kantor Pusat LHP.185/ADT-PST/IV/2019 7 15 80%

Head Office Tanggal: 01 April 2019
LHP.185/ADT-PST/IV/2019
Date: April 01, 2019
Total 77 217 99%

Dari hasil audit tahun 2018 dapat diklasifikasikan The 2018 audit results can be classified as follows:
sebagai berikut:
Klasifikasi Temuan
No
Classification Findings
34,44
1 Kepatuhan Terhadap Peraturan 34
Perundang-undangan
Compliance With Legislation
%
4 3, 56 %
2 Pengendalian Intern 43
Internal Control
Total 77
Kepatuhan Terhadap Pengendalian

Peraturan Perundang- Intern
undangan Internal Control
Compliance With
Legislation
2. Tindak Lanjut Temuan Internal Proyek 2. Follow up on Internal Findings of the Airport
Pengembangan Bandara Development Project
Sesuai dengan hasil monitoring sampai dengan Triwulan In accordance with the results of monitoring up to Q IV
IV tahun 2019 diperoleh capaian sebagai berikut: 2019 the following achievements were obtained:

No
1 Review Proyek Pengembangan LHP.39/PRO-PKU/VIII/2018 5 11 99%

Bandara SSK II - Pekanbaru
(Project Implementation Unit/PIU)
Review of the SSK II - Pekanbaru
Airport Development Project
(Project Implementation Unit/PIU)
2 Review Proyek Pengembangan LHP.39/PRO-PKU/VIII/2018 2 6 100%

Bandara SSK II - Pekanbaru
(Kantor Cabang)
Review of the SSK II - Pekanbaru
Airport Development Project
(Branch Office)
3 Review Proyek Pengembangan LHP.40/PRO-DTB/VIII/2018 5 7 80%

Bandara Silangit
Review of the Silangit Airport
Development Project


No
4 Review Proyek Pengembangan LHP.43/PRO-TNJ/IX/2018 7 15 80%

Bandara Raja Haji Fisabilillah
Tanjungpinang
Review of Raja Haji Fisabilillah
Tanjungpinang Airport
Development Project
5 Review Proyek Pengembangan LHP.44/PRO-PGK/IX/2018 5 9 100%

Bandara Depati Amir -
Pangkalpinang
Review of the Depati Amir
- Pangkalpinang Airport
Development Project
Total 24 48 90%
3. Tindak Lanjut Temuan BPK 3. Follow-up on BPK's Findings

Sampai dengan akhir Triwulan IV tahun 2019 tindak Until the end of Q IV in 2019, the follow-up to
lanjut atas Pemeriksaan Dengan Tujuan Tertentu Atas Examination with Specific Purposes over the
Pengelolaan Kegiatan Komersial Dan Investasi Pada PT Management of Commercial and Investment Activities
Angkasa Pura II (Persero) sebagaimana poin 7 dalam in PT Angkasa Pura II (Persero) as in point 7 in the
tabel dibawah ini masih dalam proses evaluasi tim table below is still in the process of evaluating the
BPK-RI. BPK-RI team.
Tindak Lanjut Temuan Eksternal – BPK-RI

Follow Up External Findings - BPK-RI
Jumlah Jumlah Re-

Nama Pemeriksaan No Laporan Temuan komendasi Tindak Lanjut Referensi Surat BPK
Examination Name Report Number Number of Total Recom- Follow Up BPK Reference Letter
Findings mendations
S DP BD TDD
Audit Kinerja TB 2011-2012 09/AUDITAMA VII/ 23 50 50 0 0 0 Ref. Surat Pemantauan Tindak Lanjut BPK-RI No.
2011-2012 TB Performance Audit KINERJA/02/2013 256/S/XX/10/2016 Tanggal 25 Oktober 2016
09/AUDITAMA VII/ Reference Letter of BPK-RI Follow-up Monitoring
KINERJA/02/2013 No. 256/XX/10/2016 dated October 25, 2016
Audit Komersial & IT TB 08/AUDITAMA VII/ 31 78 72 0 0 6 Ref. Surat Pemantauan Tindak Lanjut BPK-RI
2012-2013 PDTT/02/2014 No. 331/S/XX/12/2017 Tanggal 8 Desember 2017
2012-2013 TB Commercial & IT 08/AUDITAMA VII/ Reference Letter of BPK-RI Follow-up Monitoring
Audit PDTT/02/2014 No. 331/XX/12/2017 dated December 8, 2017
Audit Proyek KNO Tahap I 52/AUDITAMA VII/ 6 9 9 0 0 0 Ref. Surat Pemantauan Tindak Lanjut BPK-RI No.
Tahun 2013 PDTT/07/2014 256/S/XX/10/2016 Tanggal 25 Oktober 2016
KNO Project Phase I Year 2013 52/AUDITAMA VII/ Reference Letter of BPK-RI Follow-up Monitoring
Audit PDTT/07/2014 No. 256/XX/10/2016 dated October 25, 2016
Audit Proyek KNO Tahap II 47A/AUDITAMA 16 53 53 0 0 0 Ref. Surat Pemantauan Tindak Lanjut BPK-RI No.
Tahun 2013 VII/PDTT/07/2014 256/S/XX/10/2016 Tanggal 25 Oktober 2016
KNO Project Phase II Year 2013 47A/AUDITAMA Reference Letter of BPK-RI Follow-up Monitoring
Audit VII/ PDTT/07/2014 No. 256/XX/10/2016 dated October 25, 2016
PDTT Pengelolaan Kargo 47B/AUDITAMA 2 5 5 0 0 0 Ref. Surat Pemantauan Tindak Lanjut BPK-RI No.
BSH 2014 VII/PDTT/07/2014 256/S/XX/10/2016 Tanggal 25 Oktober 2016
PDTT of 2014 BSH Cargo 47B/AUDITAMA Reference Letter of BPK-RI Follow-up Monitoring
Management VII/ PDTT/07/2014 No. 256/XX/10/2016 dated October 25, 2016

Jumlah Jumlah Re-

Nama Pemeriksaan No Laporan Temuan komendasi Tindak Lanjut Referensi Surat BPK
Examination Name Report Number Number of Total Recom- Follow Up BPK Reference Letter
Findings mendations
S DP BD TDD
PDTT Pengelolaan Pendapatan & 18/AUDITAMA VII/ 13 40 38 0 0 2 Ref. Surat Pemantauan Tindak Lanjut BPK-RI No.
Biaya Tahun 2013-2015 PDTT/01/2016 256/S/XX/10/2016 Tanggal 02 Februari 2018
PDTT of 2013-2015 Revenues & 18/AUDITAMA VII/ Reference Letter of BPK-RI Follow-up Monitoring
Costs Management PDTT/01/2016 No. 256/XX/10/2016 dated February 2, 2018
PDTT Pengelolaan Kegiatan 39/AUDITAMA VII/ 32 106 58 44 2 2 Ref. Surat Pemantauan Tindak Lanjut BPK-RI No.
Komersial dan Investasi BSH PDTT/7/2018 92/S/XX/4/2019 Tanggal 16 April 2019
PDTT of BSH Commercial and 39/AUDITAMA VII/ Reference Letter of BPK-RI Follow-up Monitoring
Investment Activities Management PDTT/7/2018 No. 92/XX/4/2019 dated April 16, 2019
Total 123 341 285 44 2 10
Atas hasil penilaian tindak lanjut pada PDTT The results of follow-up assessment on PDTT
Pengelolaan Kegiatan Komersial dan Investasi BSH Management of Commercial Activity and Investment
pada tahun 2017 di atas manajemen PT Angkasa BSH in 2017 over the management of PT Angkasa Pura
Pura II (Persero) telah melakukan tindak lanjut dan II (Persero) has conducted a follow-up and produce
menghasilkan 4 (empat) rekomendasi yang masih 4 (four) recommendations were still in the process of
dalam proses tindak lanjut. follow-up.
Secara singkat kronologis proses penyelesaian tindak A brief chronology of the process of completing the
lanjut BPK pada PDTT Pengelolaan Kegiatan Komersial follow-up of the BPK in the PDTT for the Management
dan Investasi BSH pada tahun 2017 dapat dilihat pada of Commercial and Investment Activities of BSH in
tabel berikut: 2017 can be seen in the following table:
Tindak Lanjut BPK-RI

BPK-RI Follow Up
Waktu Agenda Keterangan

No
Date Agenda Description
1 24 April 2019 Penerimaan Surat BPK-RI Nomor: 92/S/XX/4/2019 Terdapat 32 Temuan dan 106 Rekomendasi,
April 24, 2019 tentang: Penyampaian Resume Pemantauan Tindak yang terdiri atas:
Lanjut Rekomendasi Hasil Pemeriksaan BPK-RI pada 1. Komersial 18 Temuan 63 Rekomendasi
PT Angkasa Pura II (Persero). 2. Investasi 14 Temuan 43 Rekomendasi
Acceptance of BPK-RI Letter Number: 92/S/XX/4/2019 Hasil pemantauan BPK-RI:
concerning: Submission of Resume Monitoring Follow- Komersial: 19 Sesuai, 40 BS, 2 BD dan 2 TDD
Up on Recommendations of BPK-RI Inspection Results Investasi: 37 Sesuai, 5 BS
at PT Angkasa Pura II (Persero). There are 32 Findings and 106 Recommendations,
consisting of:
1. Commercial 18 Findings 63 Recommendations
2. Investment 14 Findings 43 Recommendations
Results of BPK-RI monitoring:
Commercial: 19 appropriate, 40 BS, 2 BD and 2 TDD
Investment: 37 Appropriate, 5 BS
2 29 April 2019 Internal audit melakukan rapat internal dengan unit ST Membahas penyelesaian hasil penilaian BPK-RI
April 29, 2019 bertempat di RR. Kemuning, Kantor Pusat untuk dilakukan tindak lanjut segera. Pada hari ini
Internal audit conducts internal meetings with ST units dihasilkan sisa rekomendasi yang masih belum dapat
located in the Kemuning Meeting Room, Head Office diselesaikan sebanyak 5 rekomendasi pada bidang
komersial
Discuss the completion of the BPK-RI assessment
results for immediate follow-up. As of today, there
are 5 remaining recommendations that cannot be
completed in the commercial sector

Waktu Agenda Keterangan

No
Date Agenda Description
3 30 April 2019 Internal Audit berkoordinasi dengan BPK RI di Kantor 1. Bidang Komersial: Telah menyampaikan klarifikasi
April 30, 2019 BPK-RI terkait Hasil Pemantauan Tindak Lanjut di terhadap 40 rekomendasi yang Belum Sesuai
kantor BPK-RI dan 2 Belum Ditindaklanjuti (tindak lanjut sudah
Internal Audit coordinates with BPK RI at the BPK-RI disampaikan).
Office regarding the Results of Follow-up Monitoring at 2. Bidang Investasi: Telah dilakukan penyelesaian
the BPK-RI office tindak lanjut dan menyisakan 2 rekomendasi yang
yang masih dalam proses penyelesaian
1. Commercial Sector: Has submitted a clarification of
40 recommendations that are not appropriate and 2
that have not been followed up (follow up has been
submitted).
2. Investment Sector: Completion of the document
has been completed and leaves 2 recommendations
which are still in the process of completion
4 02 Mei 2019 Internal Audit berkoordinasi dengan ACD perihal Pada pertemuan ini telah membahas 5 rekomendasi
May 02, 2019 pembahasan tindak lanjut atas temuan bidang yang masih memerlukan tindak lanjut dan
investasi menghasilkan 2 rekomendasi yang masih belum
Internal Audit coordinates with ACD regarding the terselesaikan.
discussion of follow-up on investment sector findings At this meeting 5 recommendations were discussed
that still needed follow up and resulted in 2
recommendations that were still unresolved.
5 31 Mei 2019 Internal Audit kembali menyampaikan kelengkapan Bidang Komersial: Saat ini menyisakan 5 rekomendasi
May 31, 2019 dokumen tindak lanjut susulan kepada BPK-RI melalui yang masih dalam proses penyelesaian
surat President Director Nomor: 16.03/00/05/2019/6291 Bidang Investasi: Saat ini menyisakan 2 rekomendasi
tanggal 31 Mei 2019. yang masih dalam proses penyelesaian
Internal Audit again submitted the complete follow-up Commercial Sector: Currently leaving 5 recommendations
documents to BPK-RI through the President Director's that are still in the process of being resolved
letter Number: 16.03/00/05/2019/6291 dated May 31, Investment Sector: Currently leaving 2 recommendations
2019. that are still in the process of being resolved
6 16 Juli 2019 Internal audit kembali melakukan rapat internal Membahas progres terhadap 5 rekomendasi yang
July 16, 2019 dengan unit ST pada bidang komersial bertempat di masih belum selesai
RR. Kemuning, Kantor Pusat Discuss progress on the 5 recommendations that are
Internal audit conducted an internal meeting with the still unfinished
ST unit in the commercial sector at Kemuning Meeting
Room, Head Office
7 Saat Ini Penilaian Tindak Lanjut oleh BPK RI Menunggu pembahasan dan Penilaian Tindak Lanjut
Currently Follow-up Assessment by BPK RI Oleh BPK RI
Awaiting discussion and follow-up assessment by
BPK RI
Review Whistleblowing System Review Whistleblowing System

Sebagai wujud komitmen Anti Korupsi, Perseroan telah As an Anti Corruption commitment, the Company has
mengeluarkan kebijakan Sistem Pengaduan Pelanggaran issued a policy of Whistleblowing System at PT Angkasa
(Whistleblowing System) PT Angkasa Pura II (Persero), Pura II (Persero), through a Joint Decision with Board
melalui Keputusan Bersama Dewan Komisaris dan Direksi of Commissioners and Directors of PT Angkasa Pura II
PT Angkasa Pura II (Persero) Nomor: DKOM.036.3/HK.201/ (Persero) Number: DKOM.036.3/HK.201/AP 11•2014 and
AP 11•2014 dan KEP.02.03/00/2014/092, tanggal 22 Januari KEP.02.03/00/2014/092, dated January 22, 2014. On January
2014. Pada tanggal 22 Januari 2014, Perseroan menetapkan 22, 2014, the Company set forth Internal Audit (IA) unit as the
unit Internal audit (IA) selaku pengelola Sistem Pengaduan Whistleblowing System (WBS) management as mentioned in
Pelanggaran (WBS) sebagaimana Surat Keputusan Direksi Decree Letter of Director Number KEP.02.03/00/01/2014/082
Nomor KEP.02.03/00/01/2014/082 dan pembentukan Tim and a formation of the Reporting Infringement team based
Pengaduan Pelanggaran berdasarkan Surat Keputusan on the Decree Letter Number KEP.16.01/00/01/2016/0091
Nomor KEP.16.01/00/01/2016/0091 tanggal 4 Januari 2016. dated January 4, 2016. Since the Internal Audit Unit has

Sejak ditetapkan Unit Internal Audit sebagai pengelola been established as the manager of the Whistle Blowing
Sistem Pengaduan Pelanggaran (Whistleblowing System). System. Information regarding the implementation of the
Informasi mengenai pelaksanaan Whistleblowing System Whistleblowing System will be submitted in a separate
akan disampaikan pada pembahasan tersendiri. discussion.
Informasi mengenai Whistleblowing System akan Information regarding the implementation of Whistleblowing
disampaikan dalam pembahasan tersendiri. System will be submitted in a separate discussion.
Pengembangan SDM HR Development

Diklat yang telah terlaksana pada Triwulan IV tahun 2019 Education and training programs that have been
adalah sebagai berikut: implemented in the fourth quarter of 2019 are as follows:
Nama Pelatihan Peserta Lokasi Penyelenggara

No
Training Participants Location Promotor
1 Probity Audit Arif Darmawan Bandung i-CON Global Solusi

Siswanto
Imam ZE
Dude Rachmawan
2 Pengukuhan PIA Syamsuddin Bali PPAK
Inauguration of PIA Prio Ambardi
Dony Wardono
3 Workshop Best Practice in Internal Auditing Arif Darmawan Surabaya IIA

Syamsuddin
4 Pengukuhan QIA Prayoedi Herlebeng Palembang YPIA

Inauguration QIA
5 Dasar – Dasar Audit Indra Noviawan Puncak PPAK

Audit Basics I Ketut Seni Manta
Progres Pelaksanaan Audit Tahun 2019 Audit Implementation Progress in 2019

1. Audit Operasional yang sudah dilaksanakan sampai 1. Operational Audit that has been carried out up to
dengan Triwulan IV 2019: Q IV 2019:
Objek Audit Waktu Audit

No
Audit Object Audit Timeline
I. Audit Anak Usaha | Audit of Subsidiaries
1 PT Angkasa Pura Solusi 18 Februari - 08 Maret 2019 | February 18 - March 08, 2019
2 PT Angkasa Pura Kargo 18 - 28 Februari 2019 | February 18 - 28, 2019
3 PT Angkasa Pura Propertindo 18 - 28 Februari 2019 | February 18 - 28, 2019
II. Audit Operasional | Operational Audit
1 Kantor Pusat Tahap I (Unit: Airport Construction Division) 25 Maret - 05 April 2019
Headquarters Phase I (Unit: Airport Construction Division) March 25 - April 05, 2019
2 Bandara Internasional Kualanamu – Medan 25 Maret - 05 April 2019

Kualanamu International Airport - Medan March 25 - April 05, 2019

Objek Audit Waktu Audit

No
Audit Object Audit Timeline
II. Audit Operasional | Operational Audit
3 Bandara Internasional Minangkabau - Padang 1 - 12 Juli 2019

Minangkabau International Airport - Padang July 1 - 12, 2019
4 Bandara Sultan Mahmud Badaruddin II - Palembang 1 - 12 Juli 2019

Sultan Mahmud Badaruddin II Airport - Palembang July 1 - 12, 2019
5 Bandara Sultan Syarif Kasim II - Pekanbaru 15 - 26 Juli 2019

Sultan Syarif Kasim II Airport - Pekanbaru July 15 - 26, 2019
6 Bandara Supadio - Pontianak 22 Juli - 02 Agustus 2019

Supadio Airport - Pontianak July 22 - August 02, 2019
7 Bandara Internasional Soekarno - Hatta 12 Agustus - 20 September 2019

Soekarno-Hatta International Airport August 12 - September 20, 2019
8 Bandara Tjilik Riwut - Palangkaraya 09 - 18 Oktober 2019

Tjilik Riwut Airport - Palangkaraya October 09 - 18, 2019
9 Bandara Soekarno-Hatta, Tangerang 12 Agustus - 20 September 2019

Soekarno-Hatta Airport, Tangerang August 12 - September 20, 2019
10 Kantor Pusat 25 November - 20 Desember 2019

Headquarters November 25 - December 20, 2019
2. Review Proyek Pengembangan Bandara yang sudah 2. Review of the Airport Development Project that has
dilaksanakan sampai dengan Triwulan IV 2019: been carried out until Q IV 2019:
Objek Review Proyek Waktu

No
Review Object Project Time
1 Review Proyek Pekerjaan Pembangunan Hotel Bandara Kualanamu Medan 13 – 24 Mei 2019
Review of Kualanamu Airport Hotel Development Project Medan May 13 – 24, 2019
2 Proyek Pengembangan Bandara Internasional Jawa Barat (BIJB) – Kertajati 7 – 11 Oktober 2019
West Java International Airport Development Project (BIJB) - Kertajati October 7 – 11, 2019
Jumlah | Total 2 Objek Audit | 2 Audit Objects
Review Internal Audit Internal Audit Review

Review Internal Audit dilakukan untuk mendapatkan Internal Audit Review is carried out to get a general picture
gambaran umum dan menilai tentang suatu unit atau and to assess a unit or work on the mechanism or procedure
pekerjaan terhadap mekanisme atau prosedur serta fungsi and function as outlined in a standard rule or procedure,
yang telah dituangkan ke dalam suatu aturan atau prosedur whether it is in line with the expectations. The review is
baku, apakah telah sesuai dengan yang diharapkan. carried out to provide reports that are of an improvement
Review dilakukan untuk memberikan laporan yang bersifat and suggestions.
perbaikan dan saran.

Selain pelaksanaan audit rutin di kantor-kantor cabang In addition to conducting routine audits at PT Angkasa
PT Angkasa Pura II (Persero) yang menitikberatkan pada Pura II (Persero) branch offices which emphasize examining
pemeriksaan kegiatan operasional cabang sesuai dengan branch operational activities in accordance with applicable
peraturan yang berlaku di Perseroan, Internal Audit juga regulations in the Company, Internal Audit also reviews the
melaksanakan review atas kegiatan tertentu yang terjadi specific activities that occur in the Company at the instruction
di Perseroan atas instruksi President Director, permintaan of the President Director, requests from the Board of Directors
dari Direksi melalui penugasan President Director dan atas through the President Director's assignments and for the
adanya informasi baik intern maupun ekstern tentang existence of both internal and external information about
adanya hal-hal yang perlu dilakukan review atas persetujuan the matters that need to be reviewed with the approval of
President Director. the President Director.
Review Fungsi Internal Audit oleh Pihak Independen Internal Audit Function Review by Independent Party
Guna mengetahui kelemahan sekaligus mengembangkan In order to acknowledge shortcoming as well as develop
perbaikan dan memelihara jaminan kualitas (quality betterment and maintain quality assurance that cover all
assurance) yang mencakup seluruh aspek aktivitas fungsi aspect activities of internal supervisory function, in 2019,
pengawasan intern, pada tahun 2019, unit Internal Audit Internal Audit unit has conducted an assessment of Internal
telah melaksanakan assessment fungsi Internal Audit Audit function which is carried out by Independent Party such
yang dilaksanakan oleh pihak independen yakni Badan as Development and Finance Supervisory Agency (BPKP).
Pengawasan Keuangan dan Pembangunan (BPKP). Kegiatan This assessment activity is carried out for 2 (two) months
assessment ini dilaksanakan selama 2 (dua) bulan yang since January 21, 2019 with an early evaluation result of
dimulai sejak tanggal 21 Januari 2019 dengan perolehan hasil Internal Audit capability at the score level of 3.
penilaian awal kapabilitas Internal Audit pada skor level 3.
Studi Banding/Benchmarking Benchmarking

Dalam rangka untuk mengukur dan membandingkan kinerja In order to measure and compare performance against similar
terhadap aktivitas atau kegiatan serupa pada unit kerja yang activities or activities in similar work units in other companies,
sejenis pada perusahaan lain, pada program kerja audit the 2019 annual audit work program conducts comparative
tahunan 2019 melakukan studi banding/benchmarking ke studies/benchmarking to a number of related agencies.
sejumlah instansi terkait.

Akuntan Publik
Public Accounting Firm
Fungsi pengawasan independen terhadap aspek keuangan The function of independent audit on financial aspects of PT
Angkasa Pura II dilakukan dengan melaksanakan Angkasa Pura II (Persero) is carried out by conducting External
pemeriksaan Audit Eksternal yang dilakukan oleh Kantor Audit by Public Accounting Firm. The Public Accounting Firm
Akuntan Publik. Kantor Akuntan Publik Purwantono, of Purwantono, Sungkono dan Surja (Ernst & Young (EY) has
Sungkoro dan Surja (Ernst & Young (EY)) telah melakukan conducted 4 (four) times audit of PT Angkasa Pura II (Persero)
pemeriksaan audit laporan keuangan Angkasa Pura II annual report for 2018 fiscal year.
sebanyak 4 (empat) kali untuk tahun buku 2018.
Periode Pemeriksaan Akuntan Publik Public Accounting Firm Period

Penunjukan eksternal audit adalah wewenang pemegang External audit appointment is a shareholder authority, and
saham, dan diputuskan dalam RUPS. Berikut adalah Kantor is decreed in GMS. Following is the Public Accounting Firm
Akuntan Publik yang melakukan Pemeriksaan Laporan that has conducted audits on financial report within the past
Keuangan selama 6 (enam) tahun terakhir sebagai berikut: 6 (six) years:
Tahun Buku Akuntan Kantor Akuntan Publik Fee Audit

Book Year Accountant Public Accounting Firm Audit Fee
2019 Purwantoro, Sungkoro dan Surja KAP Purwantono, Sungkoro dan Surja (Ernst & Young (EY)) 3.225.000.000
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, Public Accountant Firm Purwantoro, Sungkoro and Surja,
tidak memberikan jasa lain selain melakukan Audit Laporan did not provide any other services beside Audit of Financial
Keuangan Tahun Buku 2019. Statements for Fiscal Year 2019.

Manajemen Risiko
Risk Management
Kedudukan Unit Manajemen Risiko Position of the Risk Management Unit

Posisi Unit Corporate Risk Management dalam Position of the Corporate Risk Management Unit in the
Struktur Organisasi PT Angkasa Pura II (Persero) Organizational Structure of PT Angkasa Pura II (Persero)
PD.01.01/09/2019/0045 PD.01.01/09/2019/0045
Board of
Commissioners
CEO's Office
Committees Secretary of BOC
Operation &
Service Audit
Infrastructure &
Facility Audit
President Director Internal Audit
Business &
Supporting Audit
Vice President
Director Project Audit
Corporate
Communication
Board of Directors
Legal
& Compliance
Corporate
Secretary
Legal Aid &
Institutional Relation
Technostructure
Corporate Office BOC Secretariat
Manager
Corporate Safety
Divisional Management
Corporate Safety
Division Office & Risk
Corporate Risk
Management
Program
Management
Arba/ Subsidiary Office
Posisi Unit Corporate

Risk Managemenet

Struktur Organisasi Corporate Risk Management

Organization Structure of the Corporate Risk Management Unit
Joko Nugroho Edi

VP of Corporate Risk
Management
Erika Paraminda Limbarrian Purba S.

Tenaga Ahli Corporate Staff of VP of Corporate
Risk Management Risk Management
Ari Priyatna Yusuf Awalin Nicolas Prima

AVP of Business Risk AVP of Operational AVP of Quality
Management Risk Management Management System
Janu Diomatra Andreas Anton I. Diana Bengawan RR. Luluk Indriati Yudha Aidil Adha Duma Natalia S.
Business Risk Operational Risk Operational Risk Operational Risk Quality Management Quality Management
Management Senior Management Senior Management Senior Management Senior System Senior System Senior
Officer Officer Officer Officer Officer Officer
Tanti Hadianti Wahyu Handayani Dania Ramadhani Nadya Nirvanda K. Ahmad Mustofa
Business Risk Staff of Business Risk Operational Risk Staff of Quality Staff of Quality
Management Officer Management Management Officer Management System Management System
Nama Profil Ringkas Kepala Manajemen Risiko

Name Brief Profile of the Head of Risk Management
Joko Nugroho Edi Warga Negara Indonesia berumur 51 tahun. Memperoleh gelar Sarjana Hukum dari UNIS Tangerang
pada tahun 2014. Diangkat sebagai VP of Corporate Risk Mangement sejak 2 Oktober 2017 berdasarkan
Keputusan Direksi Nomor: KEP.03.05/00/10/2017/0548. Sebelum menjabat sebagai VP of Corporate
Risk Mangement, pernah menjabat sebagai Head of Risk Management & Compliance 2016-2017, DH of
Operations & Engineering Audit (2014-2016), Ops. & Engineering Senior Auditor (2010-2014), Junior Auditor
Ops. & Engineering (2006- 2010). Beliau juga memperoleh sertifikasi profesi yakni Certified Risk Governance
Professional (2019) dan Certified Risk Management Professional (2018).
Indonesian citizen, 51 years old. Obtained a Bachelor of Laws degree from UNIS Tangerang in 2014.
Appointed as VP of Corporate Risk Management since October 22, 2017 based on Directors Decree Number:
KEP.03.05/00/10/2017/0548. Before serving as VP of Corporate Risk Management, he served as Head of
Risk Management & Compliance 2016-2017, DH of Operations & Engineering Audit (2014-2016), Ops. &
Engineering Senior Auditor (2010-2014), Junior Auditor Ops. & Engineering (2006-2010). He also obtained
professional certifications namely Certified Risk Governance Professional (2019) and Certified Risk
Management Professional (2018).

Tanggung Jawab Unit Corporate Risk Management Responsibilities of the Corporate Risk
Management Unit
Tanggung Jawab Unit Corporate Risk Management sebagai The responsibilities of the Corporate Risk Management Unit
berikut: are as follows:
1. Mengarahkan, mengendalikan, dan mengevaluasi 1. Directing, controlling, and evaluating the
penyelenggaraan kegiatan manajemen risiko dan implementation of risk management and quality
manajemen mutu dengan mengacu pada ketentuan, management activities with reference to the
peraturan dan sistem perundang-undangan yang provisions, regulations and legislation in force.
berlaku.
2. Mengendalikan dan mengevaluasi sistem manajemen 2. Controlling and evaluating integrated risk
risiko dan manajemen mutu terintegrasi yang ada di management and quality management systems in
Perseroan. the Company.
3. Mengarahkan terciptanya awareness dan implementasi 3. Directing the creation of awareness and
atas sistem manajemen risiko korporat dan implementation of integrated corporate risk
manajemen mutu yang terintegrasi untuk mendukung management and quality management systems to
kinerja bisnis Perseroan. support the Company's business performance.
4. Mengarahkan sasaran/tujuan mutu dalam rangka 4. Directing quality goals/objectives in order to ensure
menjamin kesesuaian mutu dari suatu proses dan the suitability of the quality of a process and product/
produk/layanan terhadap kebutuhan atau persyaratan service to the specific needs or requirements requested
tertentu yang diminta oleh pelanggan. by the customer.
5. Mengendalikan dan mengevaluasi pelaksanaan 5. Controlling and evaluating the implementation
pemetaan, pengawasan, dan pengendalian risiko of mapping, supervision, and control of corporate
korporasi, meliputi aspek operasi, teknik, administrasi, risk, including aspects of operations, engineering,
keuangan, komersial dan hukum untuk kepentingan administration, finance, commercial and law for the
Perseroan. benefit of the Company.
6. Memberikan rekomendasi atas pengambilan 6. Providing recommendations on the Board of Directors'
keputusan strategis Direksi terkait dengan bidang strategic decision making related to risk management
manajemen risiko dan manajemen mutu. and quality management.
Pedoman Kebijakan Manajemen Risiko PT Angkasa Pura II (Persero) Risk Management

PT Angkasa Pura II (Persero) Policy Guidelines
PT Angkasa Pura II (Persero) sebagai salah satu Badan Usaha PT Angkasa Pura II (Persero) as one of the State-Owned
Milik Negara yang bergerak dibidang kebandarudaraan Enterprises engaged in the airport sector is aware that
menyadari bahwa banyak ketidakpastian yang harus there are many uncertainties that must be faced in carrying
dihadapi dalam menjalankan setiap aktivitas bisnis out every business activity of the Company. Referring to
Perseroan. Merujuk pada Peraturan Menteri BUMN Nomor SOE Ministerial Regulation Number PER-01/MBU/2011 of
PER-01/MBU/2011 Tahun 2011 tentang penerapan Tata 2011 concerning the implementation of Good Corporate
Kelola Perusahaan Yang Baik (GCG) pada Badan Usaha Governance (GCG) in State-Owned Enterprises, PT Angkasa
Milik Negara, maka PT Angkasa Pura II (Persero) telah Pura II (Persero) has compiled ISO 31000:2009-based
menyusun Pedoman Kebijakan Manajemen Risiko berbasis Risk Management Policy Guidelines Risk Management -
ISO 31000:2009 Risk Management – Principles & Guidelines Principles & Guidelines through Joint Regulation of the
melalui Peraturan Bersama Dewan Komisaris dan Direksi Board of Commissioners and Directors of PT Angkasa Pura II
PT Angkasa Pura II (Persero) Nomor: C0.793/HK.201/APII- (Persero) Number: C0.793/HK.201/APII-2015 and PD.01.02/
2015 dan PD.01.02/11/2015/0057 tentang Piagam Manajemen 11/2015/0057 concerning the Company's Risk Management
Risiko Perusahaan dan Pedoman Kebijakan Manjaemen Charter and Risk Management Policy Guidelines in the
Risiko di Lingkungan PT Angkasa Pura II (Persero). Environment of PT Angkasa Pura II (Persero).

Pedoman Kebijakan Manajemen Risiko tersebut merupakan The Risk Management Policy Guidelines are commitments
komitmen dalam penerapan manajemen risiko pada in the application of risk management at every level of the
setiap tingkatan organisasi, sehingga manajemen selalu organization, so that management always considers aspects
mempertimbangkan aspek pengelolaan risiko dalam of risk management in carrying out business processes and
menjalankan proses bisnis dan pengambilan keputusan. decision making.
Selain itu, Pedoman Kebijakan Manajemen Risiko merupakan: In addition, the Risk Management Policy Guidelines are:
1. Kebijakan mengenai pendekatan yang digunakan 1. Policy regarding the approach used in identifying and
dalam mengidentifikasi dan menangani risiko usaha managing business risks with the responsibilities of the
dengan tanggung jawab Direksi, Manajemen & Directors, Management & Employees.
Karyawan.
2. Komitmen untuk melaksanakan praktek yang lazim 2. Commitment to implementing common practices in
dalam pengelolaan risiko dan menerapkannya prinsip- risk management and applying them to principles and
prinsip dan praktek terbaik di seluruh area bisnis best practices in all business areas in accordance with
sesuai standar internasional ISO 31000. ISO 31000 international standards.
3. Pengakuan bahwa manajemen risiko adalah elemen 3. Recognition that risk management is an essential
yang esensial bagi tata kelola perusahaan yang baik element of good corporate governance (GCG) and
(GCG) dan menjadi bagian dari prosedur pengambilan is part of decision making procedures at every
keputusan di setiap level manajerial. managerial level.
4. Upaya melalui tindakan korporasi, agar risiko yang 4. Efforts through corporate action, so that the risks
diidentifikasi tidak akan menimbulkan kerugian yang identified will not cause significant or dangerous harm
signifikan atau berbahaya bagi keselamatan para to the safety of service users or the company's business
pengguna jasa maupun bisnis perusahaan secara as a whole.
keseluruhan.
Pada tahun 2019, PT Angkasa Pura II (Persero) telah In 2019, PT Angkasa Pura II (Persero) has updated the Risk
melakukan updating Pedoman Kebijakan Manajemen Risiko Management Policy Manual, which originally used ISO 31000:
yang semula menggunakan standar manajemen risiko 2009 based risk management standards to ISO 31000:2018
berbasis ISO 31000:2009 menjadi ISO 31000:2018 dimana which is currently in the process of ratification related to the
pada saat ini masih dalam proses pengesahan terkait policy.
kebijakan tersebut.
Assessment Risk Maturity Level Risk Maturity Level Assessment

Pengukuran Risk Maturity Level (RML) dilakukan untuk Measurement of Risk Maturity Level (RML) is carried out to
mengetahui tingkat keberhasilan penerapan manajemen determine the level of success in the implementation of
risiko diperusahaan agar Perseroan dapat mengetahui risk management in the Company so that companies can
kekuatan dan kelemahan dalam penerapan manajemen know the strengths and weaknesses in the application of
risiko sehingga dapat dilakukan upaya peningkatan tata risk management so that efforts can be made to improve risk
kelola manajemen risiko melalui langkah-langkah perbaikan management through improvement measures and optimize
serta optimalisasi penerapan manajemen risiko dalam the application of risk management in order to provide value
rangka memberikan nilai tambah bagi Perseroan. added for the Company.
Pada tahun 2019, PT Angkasa Pura II (Persero) melakukan In 2019, PT Angkasa Pura II (Persero) conducted a Risk Maturity
pengukuran Risk Maturity Level (RML) dengan bantuan Level (RML) measurement with the help of a consultant using
konsultan menggunakan metode Europe Foundation For the Europe Foundation For Quality Management (EFQM)
Quality Management (EFQM) Execellence Model (EFQM). Excellence Model (EFQM) method. The RML measurement
Hasil pengukuran RML menunjukkan tingkat kematangan results show the maturity level of the application of PT
penerapan Manajemen Risiko PT Angkasa Pura II (Persero) Angkasa Pura II (Persero) Risk Management is 3.48, which is
sebesar 3,48 yaitu pada level Repeatable. at the Repeatable level.

Pelaksanaan Kegiatan Unit MR 2019

MR 2019 Unit Activity Implementation
Program Kegiatan Periode Realisasi Pelaksanaan Dokumen

No
Activity Program Period Realization of Implementation Document
1 Pengelolaan Asuransi Airport Liability Insidental Sepanjang tahun Rekapitulasi santunan repatrias dan Rekapitulasi
Airport Liability Insurance Management Incidental Throughout the year klaim bodily injury & property damage
Recapitulation of compensation for
compensation and Recapitulation of claims for
bodily injury & property damage
2 Penyusunan Kajian Risiko Insidental Sepanjang tahun Hasil Kajian Risiko

Preparation of Risk Assessment Incidental Throughout the year Risk Assessment Results
3 Penyusunan Profil Risiko Perusahaan Tahunan Januari 2019 Profil Risiko PT Angkasa Pura II (Persero)
Compilation of Company Risk Profiles Annual January 2019 Risk Profile of PT Angkasa Pura II (Persero)
4 Risk Assessment Tahunan Januari s.d. Agustus 2019 Berita Acara Pelaksanaan Risk Assessment di
Annual January to August 2019 Kantor Cabang dan Kantor Pusat
Minutes of Risk Assessment Implementation at
Branch and Head Office Offices
5 Monitoring Mitigasi Risiko Tahunan Januari s.d. Desember 2019 Annual Report Unit Corporate Risk Management
Risk Mitigation Monitoring Annual January to December 2019 Annual Report of the Corporate Risk Management
Unit
6 Assessment Kriteria Penilaian Kinerja Tahunan 24-28 Juni 2019 Feedback Report KPKU 2019 PT Angkasa Pura II
Unggul (KPKU) BUMN Annual June 24-28, 2019 (Persero)
Assessment of BUMN Superior KPKU 2019 Feedback Report PT Angkasa Pura II
Performance Assessment Criteria (KPKU) (Persero)
7 Sosialisasi Pedoman Kebijakan Insidental 18-20 September 2019

Manajemen Risiko berbasis ISO Incidental September 18-20, 2019
31000:2018
Dissemination of ISO 31000:2018 Risk
Management Policy Guidelines
8 Pengukuran Risk Maturity Level Tahunan Oktober s.d. Desember 2019 Laporan hasil Assessment Risk Maturity Level
Measurement of Risk Maturity Level Annual October to December 2019 Report on Risk Maturity Level Assessment results
9 Assessment Airport Management Tahunan 15 Oktober s.d. 19 Desember Feedback Report AMBEA 2019
Business Excellence Award (AMBEA) Annual 2019 AMBEA 2019 Feedback Report
2019 October 15 to December 19, 2019
Airport Management Business
Excellence Award Award (AMBEA) 2019
10 Assessment Good Corporate Governance Tahunan November s.d. Desember 2019 Laporan Hasil Assessment GCG PT Angkasa Pura II
2019 Annual November to December 2019 (Persero) Tahun 2019
Good Corporate Governance Report on GCG Assessment Results of PT Angkasa
Assessment 2019 Pura II (Persero) 2019
Profil Anggota Unit Corporate Risk Management

Members Profile of the Corporate Risk Management Unit
Nama Jabatan Riwayat Pendidikan

No
Name Position Educational Background
1 Joko Nugroho Edi VP of Corporate Risk Management S1 – Ilmu Hukum UNIS Tangerang (2014)
S1 - Legal Studies UNIS Tangerang (2014)
2 Ari Priyatna AVP of Business Risk Management 1. D3 STMT Universitas Trisakti – Jakarta (1997-2000)
2. S1 Ekonomi Universitas Mercubuana – Jakarta (Tahun lulus 2006)


No
1. D3 STMT Trisakti University - Jakarta (1997-2000)

2. Bachelor in Economics, University of Mercubuana - Jakarta
(graduated in 2006)
3 Yusuf Awalin AVP of Operational Risk Management D-IV Ahli Teknik Navigasi Udara – Sekolah Tinggi Penerbangan
Indonesia (Tahun lulus 2005)
D-IV Air Navigation Technician - Indonesian Aviation High School
(graduated in 2005)
4 Nicolas Prima AVP of Quality Management System 1. S1 Akuntansi Universitas Atma Jaya Yogyakarta (2002-2006)
2. S2 Management Business Administration Institut Teknologi
Bandung (2017-2019)
1. S1 Accounting at the University of Atma Jaya Yogyakarta
(2002-2006)
2. S2 Management Business Administration Bandung Institute of
Technology (2017-2019)
5 Erika Paraminda Tenaga Ahli Corporate Risk 1. S1 Perencanaan Wilayah dan Kota Institut Teknologi Bandung
Management (2006-2010)
Corporate Risk Management Expert 2. S2 Magister Administrasi Bisnis Institut Teknologi Bandung
(2011-2013)
1. S1 Urban and Regional Planning Bandung Institute of Technology
(2006-2010)
2. Master of Business Administration in Bandung Institute of
Technology (2011-2013)
6 Janu Diomatra Business Risk Management Senior S1 Manajemen Universitas Terbuka (2011-2017)
Officer S1 Open University Management (2011-2017)
7 Andreas Anton Indriatno Operational Risk Management Senior 1. D3 Penilik Teknik Radio (PTR) – Sekolah Tinggi Penerbangan
Officer Indonesia (STPI) Curug (1998-2000)
2. S1 Manajemen – Universitas Jambi (2003-2008)
3. S1 Komputer – STIKOM Dinamika Bangsa Jambi (2008-2010)
1. D3 Radio Engineering Inspector (PTR) - Indonesian Aviation
College (STPI) Curug (1998-2000)
2. S1 Management - Jambi University (2003-2008)
3. S1 Computer - STIKOM Dinamika Bangsa Jambi (2008-2010)
8 RR Luluk Indriati Operational Risk Management Senior 1. S1 Hukum Perdata Universitas Trisakti – Jakarta (1999 – 2003)
Officer 2. S2 Hukum Bisnis Universitas Trisakti – Jakarta (2015 – 2017)
1. S1 in Civil Law, Trisakti University - Jakarta (1999 - 2003)
2. Masters Degree in Business Law at Trisakti University - Jakarta
(2015 - 2017)
9 Diana Bengawan Operational Risk Management Senior 1. D3 STMT Trisakti – Jakarta (2005 – 2008)
Officer 2. S1 STMT Trisakti – Jakarta (2011 – 2012)
10 Yudha Aidil Adha Quality Management System Senior 1. D3 Komunikasi Universitas Indonesia (2006-2009)
Officer 2. S1 Komunikasi Universitas Indonesia (2009-2012)
3. S2 Komunikasi Universitas Indonesia (2014-2017)
1. D3 Communication University of Indonesia (2006-2009)
2. S1 Communication University of Indonesia (2009-2012)
3. Masters of Communication at the University of Indonesia
(2014-2017)
11 Duma Natalia D. Saragi Quality Management System Senior 1. S1 Hukum Universitas Sumatera Utara (2004-2008)
Officer 2. S2 Magister Kenotariatan Universitas Indonesia (2010-2012)
1. S1 Law University of North Sumatra (2004-2008)
2. Masters of Notary Magister University of Indonesia (2010-2012)
12 Tanti Hadianti Business Risk Management Officer S1 Teknik Industri Universitas Telkom (2009-2013)
S1 Industrial Engineering Telkom University (2009-2013)


No
13 Dania Ramadhani Operational Risk Management Officer S1 Ilmu Komunikasi Universitas Airlangga (2005-2009)
Bachelor of Communication Science at Airlangga University
(2005-2009)
14 Limbarrian Purba S. Staff of VP of Corporate Risk S1 Ekonomi Akuntansi Universitas Medan Area (2009-2013)
Management S1 Accounting Economics University of Medan Area (2009-2013)
15 Wahyu Handayani Staff of Business Risk Management 1. D3 Statistika Universitas Sumatera Utara (2010-2013)
2. S1 Statistika Institut Teknologi Sepuluh Nopember (2014-2016)
1. D3 Statistics University of North Sumatra (2010-2013)
2. S1 Statistics Institute of Technology Sepuluh Nopember (2014-2016)
16 Nadya Nirvanda Kichen Staff of Quality Management System S1 Statistika Universitas Gadjah Mada (2013-2017)
S1 Statistics University of Gadjah Mada (2013-2017)
Sertifikasi Profesi Manajemen Risiko

Risk Management Professional Certification
Jenis Sertifikasi Jabatan Jumlah Pegawai

Type of Certification Position Number of Employees
CRGP (Certified Risk Governance Professional) VP of Corporate Risk Management 1
CRMP (Certified Risk Management Professional) Senior Officer 2
CRMP (Certified Risk Management Professional) Officer 2
CRMO (Certified Risk Management Officer) Assisstant Manager 1
Pendidikan dan Pengembangan Karyawan

Employee Education and Development
Nama Pendidikan dan Pengembangan Karyawan Penyelenggara Waktu Pelaksanaan Jumlah Peserta
No
Name of Employee Education and Development Promoter Execution time Number of participants
1 In House Training (Sosialisasi) Enterprise Risk In House Training 18-20 September 2019 35 Orang
Management berbasis ISO 31000:2018 September 18-20, 2019 35 participants
In House Training (Socialization) of Enterprise Risk
Management based on ISO 31000:2018
2 Pelatihan Certified Risk Management Officer PT RAP Indonesia 14-17 Oktober 2019 1 Orang
Certified Risk Management Officer Training October14-17, 2019 1 participant
3 Pelatihan Certified Risk Management Professional PT RAP Indonesia 21-25 Oktober 2019 3 Orang
Certified Risk Management Professional Training October 21-25, 2019 3 participants
4 Pelatihan Certified Risk Governance Professional PT RAP Indonesia 26-28 November 2019 1 Orang
Certified Risk Governance Professional Training November 26-28, 2019 1 participant
5 Risk Governance Master Class CRMS 4-6 Desember 2019 1 Orang

December 4-6, 2019 1 participant

Penjelasan Mengenai Sistem Manajemen Risiko Explanation Regarding the Implemented Risk
yang Diterapkan Management System
Aplikasi Manajemen Risiko Risk Management Application
PT Angkasa Pura II (Persero) sejak tahun 2017 PT Angkasa Pura II (Persero) since 2017 developed a Risk
mengembangkan suatu sistem aplikasi Manajemen Risiko Management application system called IRiMS (Integrated
yang disebut IRiMS (Integrated Risk Management System) Risk Management System) to support the Company's risk
dalam mendukung proses pengelolaan risiko Perseroan. management process. IRiMS is an information system for
IRiMS merupakan sistem informasi bagi perusahaan yang companies that is intended to simplify the risk management
dimaksudkan untuk mempermudah proses pengelolaan risiko process and can help effectively communicate to all business
dan dapat membantu komunikasi secara efektif pada semua process owners (Risk Owners). The flow of information and
pemilik proses bisnis (Risk Owner). Adanya alur informasi communication in this application is very useful in the
dan komunikasi dalam aplikasi ini sangat berguna dalam process of risk identification, risk assessment to monitoring
proses identifikasi risiko, penilaian risiko sampai dengan and processing a database of risk mitigation reports so that
monitoring serta pengolahan database laporan realisasi it helps in achieving the vision and mission of the Company's
mitigasi risiko sehingga membantu dalam pencapaian visi Risk Management. The scope of IRiMS application covers 4
dan misi Manajemen Risiko Perseroan. Ruang lingkup aplikasi (four) main things, namely the Corporate Risk Dashboard (Top
IRiMS mencakup 4 (empat) hal pokok yaitu Dashboard Risk 10 Risks, Risk Categories, Risk Progress, etc), Process Risk,
Corporate (Top 10 Risk, Risk Category, Risk Progress dll), Risk Report and KRI (on progress). Reviewing and developing
Risk Process, Risk Report dan KRI (on progress). Review dan IRiMS applications is carried out periodically according to the
pengembangan aplikasi IRiMS dilakukan secara periodik mechanism that applies as needed.
sesuai dengan mekanisme yang berlaku sesuai kebutuhan.
IRiMS digunakan di seluruh lingkungan perusahaan meliputi IRiMS is used in all company environments including all
semua unit di Kantor Pusat/Unit/Unit Bisnis (Corporate Office units in the Head Office/Business Units (Corporate Office
dan Division Office) dan Kantor Cabang serta Probis sebagai and Division Office) and Branch Offices and Probis as a tool
perangkat untuk membantu pelaksanaan Manajemen Risiko. to assist the implementation of Risk Management. All data
Seluruh data yang masuk ke dalam IRiMS telah diverifikasi entered into IRiMS has been verified and validated in stages
dan divalidasi secara bertingkat mulai dari Risk Officer, ranging from Risk Officer, Risk Owner to authorized officials
Risk Owner hingga pejabat berwenang (Executive General (Executive General Manager or Vice President). Information
Manager atau Vice President). Informasi yang dihasilkan generated through IRiMS will be used by the Internal Audit unit
melalui IRiMS akan digunakan oleh unit Internal Audit dalam to assist in the implementation of the risk-based audit process.
membantu pelaksanaan proses audit berdasarkan risiko
(Risk Based Audit).
Secara umum penggunaan aplikasi IRiMS membantu unit In general, the use of the IRiMS application helps the Corporate
Corporate Risk Management dan Risk Owner serta Risk Risk Management and Risk Owner units and Risk Leaders
Leader untuk melaksanakan kegiatan rutin identifikasi to carry out routine corporate risk identification activities
risiko korporat melalui Program Risk Assessment. Selain itu through the Risk Assessment Program. In addition, it simplifies
mempermudah proses monitoring dan evaluasi terhadap the process of monitoring and evaluating the identified risks,
risiko teridentifikasi, menganalisa risiko tahun sebelumnya analyzing the risk of the previous year and measuring the
serta melakukan pengukuran tingkat keefektifan realisasi effectiveness of the risk mitigation realization to reduce the
mitigasi risiko terhadap upaya menurunkan level risiko risk level. The results of these activities can be seen in realtime
tersebut. Hasil dari kegiatan tersebut dapat dilihat secara on the PT Angkasa Pura II (Persero) IRiMS (Integrated Risk
realtime pada Dashboard Aplikasi IRiMS (Integrated Risk Management System) Application Dashboard.
Management System) PT Angkasa Pura II (Persero).

Penjelasan Mengenai Hasil Review yang Dilakukan Explanation of the Review Results conducted on
atas Sistem Manajemen Risiko the Risk Management System
Aplikasi IRiMS (Integrated Risk Management System)

IRiMS (Integrated Risk Management System) Application

Penjelasan Mengenai Risiko-risiko yang Dihadapi Explanation of the Risks Faced by the Company
Perseroan
Profil Risiko 2019 2019 Risk Profile
Pengelolaan risiko menjadi aspek strategis dalam upaya PT Risk management is a strategic aspect in the effort of PT
Angkasa Pura II (Persero) mencapai tujuan jangka pendek Angkasa Pura II (Persero) to achieve short-term goals ensuring
memastikan pencapaian Kontrak Manajemen Tahun 2019 the achievement of the 2019 Management Contract and long-
dan tujuan jangka panjang sesuai dengan RJPP tahun 2016- term goals in accordance with the 2016-2020 RJPP. Good
2020. Dengan pengelolaan risiko yang baik diharapkan risk management is expected to increase the likelihood of
dapat meningkatkan kemungkinan pencapaian tujuan, achieving goals, improve the identification of opportunities
memperbaiki identifikasi peluang dan ancaman secara and threats effectively and allocate and use resources to
efektif serta mengalokasikan dan menggunakan sumber daya manage risks efficiently.
untuk mengelola risiko secara efisien.
Sebagai bagian dari penerapan Manajemen Risiko, PT As part of the implementation of Risk Management, PT
Angkasa Pura II (Persero) telah menyusun profil risiko yang Angkasa Pura II (Persero) has prepared a risk profile that is
diharapkan mampu memberikan informasi mengenai expected to provide information about the risks faced by the
risiko yang dihadapi Perseroan sehingga Perseroan dapat Company so that the Company can immediately determine
dengan segera menentukan langkah-langkah strategis dalam strategic steps in dealing with uncertainty in the future.
menghadapi ketidakpastian di masa yang akan datang.
Berdasarkan hasil identifikasi risiko, diketahui bahwa Based on the results of risk identification, there are 10 high risks
terdapat 10 risiko tinggi yang dapat menghambat pencapaian that can hinder the achievement of targets in 2019, namely:
target di tahun 2019 yaitu:
1. Risiko pencapaian target pendapatan aeronautika 1. Risk of achieving aeronautical revenue targets
2. Risiko pencapaian target pendapatan non-aeronautika 2. Risk of achieving non-aeronautical revenue targets
3. Risiko pencapaian target pendapatan kargo 3. Risk of achieving cargo revenue targets
4. Risiko pencapaian target rasio keuangan perusahaan 4. Risk of achieving the Company's financial ratio targets
5. Risiko realisasi pencapaian kinerja perusahaan 5. Risk of realization of the achievement of Company
terhadap target yang telah ditetapkan performance against the targets set
6. Risiko tingkat suku bunga 6. Risk of interest rate
7. Risiko penyerapan anggaran investasi 7. Risk of absorption of investment budget
8. Risiko pengelolaan layanan di terminal 8. Risk of service management in the terminal
9. Risiko keselamatan pesawat udara di runway 9. Risk of aircraft safety on the runway
10. Risiko kejahatan cyber 10. Risk of cyber crime
Dari risiko tinggi yang telah diidentifikasi tersebut, maka From the high risks that have been identified, then the risk
selanjutnya diperlukan adanya upaya mitigasi risiko untuk mitigation efforts are needed in order to reduce the likelihood
dapat menurunkan nilai kemungkinan dan dampak dari and impact of the identified risks at the acceptable level of
risiko yang teridentifikasi pada level yang dapat di terima the company.
oleh Perseroan (acceptable level).
Melalui proses Risk Assessment, Unit Corporate Risk Through the Risk Assessment process, the Corporate Risk
Management memperoleh peta seluruh risiko Perseroan. Management unit obtained a map of all the Company's
Selanjutnya melalui diskusi dan pembahasan bersama risk risks. Furthermore, through discussion with risk owners, the

owner ditentukan risiko-risiko yang berpengaruh signifikan risks that have a significant effect on the achievement of the
terhadap pencapaian target perusahaan yang terangkum company's targets are summarized in the following list of Risk
dalam daftar Risk That Matter (RTM) berikut. RTM diperoleh That Matter (RTM). RTM is obtained from the bottom up and
dari pendekatan bottom up dan top down. top down approach.
No Risk Category Risk Register Risk Treatment
1 Operational Risiko pencapaian target 1. Menetapkan kebijakan “Slot on Demand” Allocation;

pendapatan aeronautika 2. Melakukan penjualan slot penerbangan domestik yang tidak optimal
The risk of achieving aeronautical utilisasinya (no ops) untuk rute internasional;
revenue targets 3. Memberikan penawaran kepada airlines untuk pembukaan rute
penerbangan baru di indonesia melalui kegiatan Roadshow, Slot
Conference, Airline Gathering, Airline One-on-One Meeting dan lain-lain;
4. Melakukan koordinasi dengan regulator terkait dengan regulasi
(regulation improvement);
5. Melakukan optimalisasi slot time (capacity optimization);
6. Melaksanakan beberapa kebijakan yaitu operating model improvement,
aggressive airlines marketing dan new incentive scheme.
1. Establish a "Slot on Demand" Allocation policy;
2. Selling non-optimal domestic flight slots (no ops) for international routes;
3. Providing offers to airlines for opening new flight routes in Indonesia
through Roadshow activities, Slot Conference, Airline Gathering, Airline
One-on-One Meeting and others;
4. Coordinate with regulators related to regulation (regulation improvement)
5. Optimizing slot time (capacity optimization)
6. Implement a number of policies, namely operating model improvement,
aggressive airlines marketing and new incentive schemes
2 Operational Risiko pencapaian target 1. Melakukan rapat koordinasi dengan unit Airport Operation Policy dan
pendapatan non-aeronautika Airport Design Division terkait pembahasan flow penumpang yang dapat
Risk of achieving non-aeronautical mendukung kegiatan komersial di Terminal 3;
revenue targets 2. Melakukan rapat koordinasi dan pertemuan dengan unit Airport Business
Policy dan Legal untuk me-review kembali kontrak kerjasama Minimum
Annual Guarantee (MAG) tenant mixing Terminal 3;
3. Membuat justifikasi dan addendum kontrak kerjasama MAG dengan mitra
usaha dan melakukan perhitungan kembali target RKA tahun 2019.
1. Conducting coordination meetings with the Airport Operation Policy and
Airport Design Division units related to the discussion of passenger flow
that can support commercial activities in Terminal 3;
2. Conduct coordination meetings with the Airport Business Policy and Legal
units to review the Terminal 3 Minimum Annual Guarantee (MAG) tenant
mixing cooperation contract;
3. Justify and addendum the MAG cooperation contract with business
partners and recalculate the 2019 budget target.
3 Operational Risiko pencapaian target 1. Mengoptimalkan fungsi anak usaha sebagai airlines cargo agent;
pendapatan kargo 2. Mengoptimalkan fungsi PT Angkasa Pura Kargo sebagai anak usaha yang
Risk of achieving cargo revenue bergerak di bidang kargo dalam melakukan global partnership dengan
targets global kargo operator.
1. Optimizing the functions of a subsidiary as an airline cargo agent;
2. Optimizing the function of PT Angkasa Pura Kargo as a subsidiary engaged
in the cargo sector in conducting a Global Partnership with global cargo
operators.
4 Financial Risiko pencapaian target rasio Melakukan efisiensi terhadap beban usaha Perseroan untuk menjaga nilai
keuangan perusahaan EBITDA agar tetap sesuai dengan target yang telah di tetapkan.
The risk of achieving the Efficiency of the Company's operating expenses to maintain the number of
Company's financial ratio targets EBITDA in order to remain in accordance with the targets set.

5 Strategic Risiko realisasi pencapaian kinerja Melakukan upaya-upaya dalam rangka meningkatkan pergerakan
perusahaan terhadap target yang penumpang, pesawat dan kargo antara lain sebagai berikut:
telah ditetapkan 1. Menetapkan kebijakan “Slot on Demand” Allocation;
The risk of realization of the 2. Melakukan penjualan slot penerbangan domestik yang tidak optimal
achievement of company utilisasinya (no ops) untuk rute internasional;
performance against the targets 3. Memberikan penawaran kepada airlines untuk pembukaan rute
set penerbangan baru di Indonesia;
4. Membuat kebijakan Incentive Scheme "on demand";
5. Melakukan optimalisasi pendapatan yang berasal dari core business
perusahaan;
6. Melakukan optimalisasi pendapatan melalui anak usaha;
7. Melakukan Rolling Plan RJPP tahun 2019 jika semua upaya sudah
dilakukan dan pencapaian target RJPP masih belum tercapai.
Make efforts in order to improve the movement of passengers, aircraft and
cargo, among others, as follows:
1. Establish a "Slot on Demand" Allocation policy;
2. Selling non-optimal domestic flight slots (no ops) for international routes;
3. Providing offers to airlines for opening new flight routes in Indonesia;
4. Making an "On demand" Incentive Scheme policy;
5. Optimizing revenue derived from the company's core business;
6. Optimizing income through subsidiaries
7. Carry out the RJPP Rolling Plan in 2019 if all efforts have been made and
the achievement of the RJPP target has not been achieved.
6 Financial Risiko tingkat suku bunga 1. Mencari dan mengevaluasi alternatif sumber pendanaan lain dengan tingkat
Risk of Interest rate bunga yang lebih efisien.
2. Membuat proyeksi keuangan perusahaan dengan mempertimbangkan
potensi kenaikan tingkat suku bunga selama periode tahun peminjaman.
3. Melakukan monitoring terhadap cash flow perusahaan dan memastikan
persyaratan financial covenants tetap terpenuhi.
1. Finding and evaluating alternative funding sources with a more efficient
interest rate
2. Make a financial projection of the company by considering the potential
increase in interest rates during the period of the loan
3. Monitor the company's cash flow and ensure financial covenants
requirements are met.
7 Financial Risiko penyerapan anggaran 1. Project Management Unit (PMO) bersama-sama dengan tim Airport
investasi Construction Division, Direktorat Keuangan serta Direktorat Operasi dan
Risk of investment budget Teknik melakukan pembahasan terkait dengan capaian progres fisik dan
absorption pembayaran program investasi.
2. Melakukan koordinasi dengan unit ST terkait atas proyeksi keuangan dan
konsekuensi atas penghimpunan pendanaan eksternal.
1. The Project Management Unit (PMO) together with the Airport Construction
Division team, the Directorate of Finance and the Directorate of Operations
and Engineering held a discussion related to achieving physical progress
and payment for investment programs
2. Coordinate with related ST units on financial projections and the
consequences of external funding collection
8 Operational Risiko pengelolaan layanan di 1. Membuat aturan/kebijakan terkait fasilitas, pelayanan dan operasi dalam
terminal penerapan LCCT T2F
Risk management of services in 2. Melakukan rapat koordinasi secara intensif dengan unit ACD terkait
the terminal penentuan jadwal dan area pekerjaan revitalisasi & relayout sehingga tidak
mengganggu kegiatan operasional di terminal
3. Melakukan koordinasi dengan CIQ terkait penempatan counter dan
personel imigrasi
4. Memastikan sistem terkait CUPPS yang akan dipakai LCCT di T2F
5. Memastikan percepatan penyelesaian pekerjaan extention pier 1

1. Making rules/policies related to facilities, services and operations in the

application of LCCT T2F
2. Conduct intensive coordination meetings with ACD units regarding the
determination of the schedule and work area for revitalization & re-layout
so as not to interfere with operational activities at the terminal
3. Coordinate with CIQ regarding the placement of counters and immigration
personnel
4. Ensure CUPPS-related systems that will be used by LCCT on T2F
5. Ensuring the acceleration of work completion of the extension pier 1
9 Safety & Security Risiko keselamatan pesawat 1. Memastikan progress tender dan pelaksanaan pekerjaan fisik overlay
udara di runway runway selatan tepat waktu dan tepat guna (dimulai semester 1 tahun
The risk of aircraft safety on the 2019)
runway 2. Meningkatkan frekuensi inspeksi rutin dan penanganan/tindak lanjut
perbaikan secepatnya pada saat menerima laporan dari unit terkait/
komplain dari airnav atau airline
3. Melakukan pembersihan Foreign Object Debris (FOD) diarea pergerakan
pesawat dengan kendaraan Runway sweeper
4. Meningkatan pengawasan terkait pelaksanaan pekerjaan overlay runway
utara (ketepatan waktu pekerjaan, proses pekerjaan dan hasil pekerjaan)
5. Melakukan koordinasi dengan unit memastikan ketersediaan peralatan
Heavy Weight Deflectometer (HWD) di wilayah bandara Soekarno-Hatta
guna membantu percepatan pekerjaan overlay peningkatan daya dukung
runway utara;
6. Memastikan kondisi runway utara bersih dari FOD saat pelaksanaan
berlangsung
1. Ensuring the progress of tenders and the implementation of the physical
run over the southern runway on time and in order (starting semester 1 of
2019)
2. Increasing the frequency of routine inspections and handling/following up
on repairs as soon as possible when receiving reports from related units/
complaints from airnav or airline
3. Clean up Foreign Object Debris (FOD) in the area of aircraft movement in
Runway sweeper vehicles
4. Increased supervision related to the implementation of the north runway
overlay work (timeliness of work, work processes and work results)
5. Coordinate with units to ensure the availability of Heavy Weight
Deflectometer (HWD) equipment in the Soekarno Hatta Airport area to help
accelerate the overlay work of carrying capacity in the north runway;
6. Ensure that the north runway is clean from FOD during implementation
10 Safety & Security Risiko kejahatan cyber 1. Menetapkan tugas dan tanggung jawab khusus untuk pengelolaan
Risk of cyber crime keamanan siber mulai dari identifikasi, hingga penanggulangan dan
pemulihan
2. Melakukan percepatan pembentukan tim ad hoc cyber security
3. Menetapkan prosedur pendaftaran dan penghapusan pengguna (user)
4. Menetapkan, implementasi dan pengawasan prosedur pemantauan
fasilitas pengolah informasi
5. Melakukan pengawasan terhadap laporan error/bug yang tercatat dalam
administrator dan pengelola log
6. Melakukan percepatan penetapan prosedur BCP
1. Assign specific tasks and responsibilities for the management of cyber
security, from identification, to handling and recovery
2. Accelerate the formation of an ad hoc cyber security team
3. Establish procedures for registration and deletion of users (users)
4. Establish, implement and monitor procedures for monitoring information
processing facilities
5. Supervise error/bug reports that are recorded in the administrator and
log manager
6. Accelerate the establishment of BCP procedures

Upaya untuk Mengelola Risiko-risiko Tersebut Efforts to Manage the Risks

Realisasi Mitigasi Risiko tahun 2019 Realization of Risk Mitigation in 2019
Kegiatan monitoring dan reporting realisasi mitigasi risiko Monitoring and reporting of risk mitigation realization
secara rutin telah dilakukan oleh setiap unit/pemilik proses routinely has been carried out by each unit/business process
bisnis/risk owner dan diasistensi oleh personel risk officer. owner/risk owner and assisted by risk officer personnel. After
Setelah melalui proses monitoring dan review diketahui going through the process of monitoring and review, it is
beberapa mitigasi risiko belum dapat dilakukan dan/atau known that some risk mitigation has not been able to be
dinilai kurang efektif untuk menurunkan level risiko (nilai done and/or considered ineffective to reduce the level of risk
dampak atau kemungkingan) dari risiko yang teridentifikasi. (impact or probability) of the identified risks.
Risk Event Kantor Cabang PT Angkasa Pura II (Persero)

Risk Event of Branch Offices of PT Angkasa Pura II (Persero)
150 100%
120 80%
90 60%
60 40%
30 20%
0 0
CGK HLP BDO PLM KNO PKU PNK PDG DJB TNJ BTJ PGK BWX DTB PKY KJT KP*
Termitigasi 14 23 22 18 67 22 30 22 26 16 15 18 19 16 25 16 26
Belum
68 1 1 3 3 1 0 0 0 0 5 0 1 2 4 2 105
Termitigasi
Prosentase
Realisasi 17,07 95,83 95,65 85,71 95,71 95,65 100 100 100 100 75 100 95 88,89 86,21 88,89 19,85
Mitigasi (%)
Rendah 15 14 10 10 41 7 13 12 17 8 6 8 9 5 2 3 13
Sedang 36 7 11 9 25 12 15 8 8 6 9 6 9 8 14 8 40
Tinggi 29 3 2 2 4 4 2 2 1 2 5 4 2 5 12 7 77
Extreme 2 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 1
Jumlah 82 24 23 21 70 23 30 22 26 16 20 18 20 18 29 18 131

Dari grafik diatas dapat dilihat adanya area berwarna biru From the graph above it can be seen that there is a blue area
yang menggambarkan jumlah sisa risk event (Residual Risk), that represents the amount of residual risk events (Residual
yang merupakan hasil monitoring dan review realisasi mitigasi Risk), which are the results of monitoring and reviewing the
risiko (dengan level risiko tinggi, sedang, dan rendah). realization of risk mitigation (with high, medium and low
risk levels).
Berdasarkan laporan realisasi mitigasi, diketahui terdapat Based on the mitigation realization report, it is known that
beberapa hambatan yang menyebabkan rencana mitigasi there are a number of obstacles which have caused the risk
risiko belum dapat dilakukan dan/atau dinilai kurang mitigation plan not to be implemented and/or considered to
efektif untuk menurunkan level risiko. Hambatan tersebut be less effective in reducing risk levels. These obstacles include:
antara lain:
1. Adanya keterbatasan anggaran dan/atau 1. There are budget limitations and/or implementation of
implementasi program pengurangan anggaran biaya a Cost Leadership Program reduction program;
(Cost Leadership Programme);
2. Perubahan waktu pelaksanaan rencana mitigasi, 2. Changes in the implementation of mitigation plans,
terutama pada mitigasi yang terkait pelaksanaan especially in mitigation related to the implementation
pekerjaan/pengadaan barang & jasa (carryover atau of work/procurement of goods & services (carryover or
usulan pekerjaan tahun 2020); proposed work in 2020);
3. Lingkup monitoring terlalu luas seperti pada KCU BSH 3. The scope of monitoring is too broad as in the KCU BSH
dan Kantor Pusat, sehingga rencana mitigasi belum and the Head Office, so that the mitigation plan has not
dipastikan pelaksanaannya oleh risk owner. been ascertained by the risk owner.
Evaluasi Laporan Realisasi Mitigasi Risiko tahun 2019 Evaluation of the 2019 Risk Mitigation Realization Report
Berdasarkan hasil kegiatan Risk Assessment tahun 2019 yang Based on the results of the 2019 Risk Assessment activities
dilakukan pada 16 (Enam Belas) Kantor Cabang dan 6 (Enam) conducted in 16 (Sixteen) Branch Offices and 6 (Six)
Direktorat Kantor Pusat telah teridentifikasi sebanyak 591 Directorates of the Head Office, 591 Risk Events have been
Risk Event (Risiko Terindentifikasi), terkompilasi dalam 158 identified, compiled in 158 Active Risk Registers from the total
Risk Register Aktif dari total risk register yang telah terdaftar registered risk registers 209 Risk Register (as of December
sebanyak 209 Risk Register (per 31 Desember 2019). 31, 2019).
Kegiatan monitoring dan reporting realisasi mitigasi risiko Monitoring and reporting activities on the risk mitigation
secara rutin telah dilakukan oleh setiap unit/pemilik proses realization routinely have been carried out by each unit/
bisnis/risk owner, namun beberapa mitigasi risiko diketahui business process owner/risk owner, but some risk mitigation
belum dapat dilakukan atau dinilai kurang efektif untuk is known to be unable to be done or considered ineffective
menurunkan level risiko (nilai dampak atau kemungkinan) to reduce the level of risk (impact or probability) of the
dari risiko yang teridentifikasi. identified risks.
Dari hasil monitoring dan reporting realisasi mitigasi risiko From the results of monitoring and reporting on the realization
yang terus dilakukan oleh risk owner dan setelah melalui of risk mitigation that continues to be carried out by the risk
proses review tingkat keefektifan mitigasi risiko serta owner and after going through the process of reviewing the
pengolahan database (terkini), diketahui bahwa masih level of risk mitigation effectiveness and database processing
terdapat 22 (dua puluh dua) risk register dengan level risiko (current), it is known that there are still 22 (twenty two) risk
tinggi atau sangat tinggi sehingga perlu mendapat perhatian registers with high or very high risk levels so that needs
dalam pencapaian target korporat tahun 2020. attention in achieving the corporate targets of 2020.

Risiko tersebut yang terbagi dalam 5 (lima) kategori risiko These risks are divided into 5 (five) risk categories and can be
dan dapat dilihat pada Dashboard Aplikasi IRiMS pada seen on the IRiMS Application Dashboard in Figure 2 below.
gambar 2 berikut.
k Op
Ris era
gy t io
te nR 1. Strategic Risk
tra i Terdapat 2 (dua) Risk Register aktif dengan level risiko tinggi
sk
S
2. Operation Risk
Terdapat 9 (sembilan) Risk Register aktif dengan level risiko
tinggi dan sangat tinggi
3. Safety & Security Risk
Tidak terdapat Risk Register Aktif
2n 8n 4. Finance Risk
Terdapat 6 (enam) Risk Register aktif dengan level risiko tinggi
1n 5. Compliance Risk
Terdapat 5 (lima) Risk Register dengan level risiko tinggi
rity Risk
5n
Compli
1. Strategic Risk
There are 2 (two) active risk registers with high risk levels
Secu
6n 2. Operation Risk
anc
There are 9 (nine) active risk registers with high and very high
eR
y&
risk levels
3. Safety & Security Risk
isk
fet
There is no active risk register

Sa
4. Finance Risk
There are 6 (six) active risk registers with high risk levels
5. Compliance Risk
There are 5 (five) active risk registers with high risk levels
n: total risiko Finance Risk
Risiko Residual Tahun 2019 Residual Risk in 2019

Berikut rincian dari 22 (dua puluh dua) risk register aktif dengan Following are the details of the 22 (twenty two) active risk
level risiko tinggi atau sangat tinggi yang dapat menjadi data registers with high or very high risk levels that can become
awal Profil Risiko tahun 2020 adalah sebagai berikut: preliminary data for the 2020 Risk Profile are as follows:
1. Strategic Risk terdapat 2 (dua) Risk Register dengan level 1. Strategic Risk, there are 2 (two) Risk Registers with high
risiko tinggi, yaitu: risk levels, namely:
a. Risiko terlambatnya penyelesaian proyek a. Risk of late completion of an airport development
pengembangan bandar udara (S-002) project (S-002)
b. Risiko hambatan dalam menciptakan peluang b. Risk of obstacles in creating business opportunities
usaha (S-012) (S-012)
2. Operation Risk terdapat 9 (sembilan) Risk Register aktif 2. Operation Risk, there are 9 (nine) active Risk Registers
dengan level risiko sangat tinggi dan tinggi, yaitu: with very high and high risk levels, namely:
a. Risiko pendapatan jasa kargo kurang optimal a. Risk of cargo service revenue is not optimal (O-042)
(O-042)
b. Risiko menurunnya fasilitas listrik (O-018) b. Risk of decreasing electricity facilities (O-018)
c. Risiko tidak tercapainya target pendapatan anak c. Risk of not achieving the subsidiary's revenue target
perusahaan (O-086) (O-086)
d. Risiko pendapatan usaha kurang optimal (O-040) d. Risk of less optimal business revenue (O-040)
e. Risiko temuan audit berulang (O-006) e. Risk of recurring audit findings (O-006)
f. Risiko pendapatan sewa lahan kurang optimal f. Risk of less optimal land rent income (OR-042)
(OR-042)

g. Risiko terlambatnya penyelesaian perjanjian g. Risk of late completion of the cooperation

kerjasama (kontrak komersial) (O-001) agreement (commercial contract) (O-001)
h. Risiko pendapatan PSC kurang optimal (O-038) h. Risk of PSC revenue not optimal (O-038)
i. Risiko kehilangan database perusahaan (O-068) i. Risk of losing company database (O-068)
3. Safety & Security, tidak terdapat Risk Register aktif 3. Safety & Security, there is no active Risk Register
4. Finance Risk terdapat 6 (enam) Risk Register aktif 4. Finance Risk, there are 6 (six) active Risk Registers with
dengan level risiko tinggi, yaitu: high risk levels, namely:
a. Risiko piutang macet (F-001) a. Risk of bad debt (F-001)
b. Risiko kurang optimal pengelolaan dana (F-021) b. Risk of funds under-optimal management (F-021)
c. Risiko kehilangan surat berharga (F-013) c. Risk of loss of securities (F-013)
d. Risiko kolektabilitas penyaluran dana kemitraan d. Risk of collectibility in channeling partnership funds
tidak tercapai (F-017) is not achieved (F-017)
e. Risiko keselarasan RKA terhadap sasaran yang akan e. Risk of RKA alignment with targets to be achieved
dicapai (F-003) (F-003)
f. Risiko timing pencairan sumber dana pinjaman f. Risk of new loan fund sources (capex) disbursement
baru (capex) kurang tepat (F-045) timing is inappropriate (F-045)
5. Compliance Risk terdapat 5 (lima) Risk Register aktif 5. Compliance Risk, there are 5 (five) active Risk Registers
dengan level risiko tinggi, yaitu: with high risk levels, namely:
a. Risiko permasalahan hukum (business dispute) a. Risk of business dispute (C-005)
(C-005)
b. Risiko terhambatnya sertifikasi peralatan bandara b. Risk of obstruction of airport equipment
(C-001) certification (C-001)
c. Risiko hambatan dalam pemenuhan regulasi c. Risk of obstacles in meeting external regulations
eksternal (C-004) (C-004)

d. Risiko keterlambatan penyelesaian kontrak d. Risk of late completion of goods and services
pengadaan barang dan jasa (C-009) procurement contracts (C-009)
e. Risiko hambatan dalam pemenuhan regulasi e. Risk of obstacles in meeting internal regulations
internal (C-003) (C-003)
Data Awal Profil Risiko Tahun 2020 Preliminary data on Risk Profile for 2020
Dari hasil analisa dan perhitungan aplikasi IRiMS maka From the analysis and calculation of the IRiMS application,
didapatkan Top 10 Residual Risk tahun 2019 yang nantinya the Top 10 Residual Risk in 2019 will be obtained which can
dapat digunakan menjadi salah satu sumber data dalam later be used as a source of data in the preparation of the
penyusunan Profil Risiko tahun 2020. Berikut daftar 10 2020 Risk Profile. Following is a list of 10 (ten) high and very
(sepuluh) risiko tinggi dan sangat tinggi yang masih harus high risks that still must be considered in order to achieve the
diperhatikan dalam rangka pencapaian target Perseroan di Company target in 2020.
tahun 2020.
Op
is k era
gyR t io Risk Register
Risk Risk
Trend
te nR Number Level
tra i
↓
sk
S
Risiko pendapatan jasa kargo kurang O-043 Very

optimal High
Risk of cargo service revenues is not
optimal
O-018
S-002 O-006 Risiko terlambatnya penyelesaian S-002 High ↓
S-012 proyek pengembangan Bandar Udara
O-038
O-043 Risk of late completion of an airport
development project
C1 Risiko piutang macet F1 High ↓
rity Risk
Risk of bad debt

Compli
C9
F1
Risiko menurunnya fasilitas listrik O-018 High -
Secu
F45 Risk of decreasing electricity facilities

anc
Risiko timing pencairan sumber dana F45 High ↑

eR
y&
pinjaman baru(capex) kurang tepat

isk
fet
Risk of new loan fund sources (capex)

Sa
disbursement timing is inappropriate

Risiko terhambatnya Sertifikasi C1 High ↓
Peralatan Bandara
Risk of obstruction of airport
Finance Risk equipment certification
Risiko temuan audit berulang O-006 High ↓
Risk of recurring audit findings
Risiko hambatan dalam menciptakan S-012 High -

peluang usaha
Risk of obstacles in creating business
opportunities
Risiko pendapatan PSC kurang optimal O-038 High ↑
Risk of PSC revenue not optimal
Risiko terlambatnya penyelesaian C9 High ↓

kontrak pengadaan barang dan jasa
Risk of late completion of goods and
services procurement contracts

Sistem Pengendalian Internal

Internal Control System
Salah satu implementasi tata kelola perusahaan yang baik One of the good corporate governance implementations
adalah memastikan bahwa sistem pengendalian internal is to ensure an effective internal control system. The
berjalan secara efektif. Penerapan sistem pengendalian implementation of internal control is set to ensure the
internal diarahkan untuk memastikan bahwa Perseroan Company on having a reliability of financial report and
telah memiliki kehandalan laporan dan informasi keuangan, information, the compliance on provision of applicable laws
kepatuhan terhadap peraturan yang berlaku serta efisiensi along with its effective and efficient operational activities.
dan efektivitas kegiatan operasional.
Untuk itulah Angkasa Pura II terus berupaya menerapkan Therefore, PT Angkasa Pura II (Persero) is constantly striving
sistem pengendalian internal yang efektif dengan melibatkan for implementing an effective internal control system that
Dewan Komisaris, Direksi, dan seluruh Insan Perseroan involves Board of Commissioners, Board of Directors, and the
mengacu pada prinsip-prinsip Internal Control-Integrated whole company entity which refers to the Internal Control-
Framework yang diterbitkan oleh The Committee of Integrated Framework principles issued by The Committee of
Sponsoring Organization (COSO) of the Treadway Commission. Sponsoring Organization (COSO) of the Treadway Commission.
Angkasa Pura II melakukan evaluasi atau penilaian atas PT Angkasa Pura II (Persero) conducts an evaluation
efektivitas pengendalian internal pada tingkat korporat or assessment on an effective internal control system
maupun tingkat operasional/aktivitas dengan menerapkan at corporate level and operational/activity level by
dan memelihara sistem pengendalian internal dan prosedur implementing and maintaining an internal control system
pelaporan keuangan yang memadai sesuai ketentuan yang and a sufficient financial report procedure.
berlaku.

Uraian Mengenai CSR Terkait Tata Kelola

Tanggung Jawab 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 Sosial is disclosed in the Corporate Social Responsibility Chapter.
Perusahaan.
Hal-hal yang diungkapkan mencakup: Matters disclosed include:
Uraian Pengungkapan
No
Description Disclosure
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 Perseroan
✓
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
Perseroan
✓
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 Perseroan
Information regarding important socio-economic and environmental issues related to the impact of Company
✓
activities
5 Informasi tentang lingkup tanggung jawab sosial perusahaan baik yang merupakan 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 Perseroan 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 Perseroan yang relevan dengan
bisnis yang dijalankan
✓
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 Manusia A description of CSR Related to Human Rights Core Subject
diungkapkan pada Bab Tanggung Jawab Sosial Perusahaan. is disclosed in the Corporate Social Responsibility Chapter.
Uraian Pengungkapan
No
Ya Tidak
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 Perseroan 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
✓
Uraian Mengenai CSR Terkait Core Subject

Operasi yang Adil
Description of CSR Related to Fair Operations Core Subject
Uraian mengenai CSR Terkait Core Subject Operasi yang Adil A description of CSR Related to the Fair Operations Core Subject
diungkapkan pada Bab Tanggung Jawab Sosial Perusahaan. is disclosed in the Corporate Social Responsibility Chapter.
Uraian Pengungkapan
No
Ya Tidak
Yes No
1 Informasi tentang komitmen dan kebijakan tanggung jawab sosial core subject Operasi yang adil
Information on commitment and social responsibility policy on fair operation core subject
✓

Uraian Pengungkapan
No
Ya Tidak
Yes No
2 Informasi tentang rumusan perusahaan lingkup tanggung jawab sosial core subject 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.
✓
Uraian Mengenai CSR Terkait Lingkungan Hidup

Description of CSR Related to Environment
Uraian mengenai CSR Terkait Lingkungan Hidup diungkapkan Description of CSR related to the environment is disclosed in
pada Bab Tanggung Jawab Sosial Perusahaan. the Corporate Social Responsibility Chapter.
Uraian Pengungkapan
No
Ya Tidak
Yes No
1 Informasi tentang komitmen dan kebijakan lingkungan ✓

Information about the commitment and environmental policy
2 Informasi tentang dampak dan risiko lingkungan penting yang terkait secara langsung atau tidak langsung ✓
dengan Perseroan
Information about important environmental impacts and risks that are directly or indirectly related to
the Company
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 Perseroan
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

Uraian Mengenai CSR Terkait Ketenagakerjaan,

Kesehatan dan Keselamatan Kerja
Description of CSR Related to Labor, Health and Safety
Uraian mengenai CSR Terkait Ketenagakerjaan, Kesehatan Description of CSR Related to Labor, Health and Safety is
dan Keselamatan Kerja diungkapkan pada Bab Tanggung disclosed in the Corporate Social Responsibility Chapter.
Jawab Sosial Perusahaan.
Uraian Pengungkapan
No
Ya Tidak
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
Information related to targets/planned activities in 2019 set by management
✓
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
✓
Uraian Mengenai CSR Terkait Tanggung Jawab

Kepada Konsumen
Description of CSR Related to Costumers
Uraian mengenai CSR Terkait Tanggung Jawab Kepada Description of CSR Regarding Costumers Responsibility is
Konsumen Kerja diungkapkan pada Bab Tanggung Jawab disclosed in the Corporate Social Responsibility Chapter.
Sosial Perusahaan.
Uraian Pengungkapan
No
Ya Tidak
Yes No
1 Target/rencana kegiatan yang pada tahun 2018 ditetapkan manajemen
Targets/plans for 2018 will be set by management
✓

Uraian Pengungkapan
No
Ya Tidak
Yes No
2 Kegiatan yang dilakukan dan dampak atas kegiatan tersebut
Activities undertaken and the impact of these activities
✓
3 Informasi terkait tanggung jawab produk
Information Regarding product responsibilities
✓
Uraian Mengenai CSR Terkait 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 Tanggung Jawab Development is disclosed in the Corporate Social
Sosial Perusahaan. Responsibility Chapter.
Uraian Pengungkapan
No
Ya Tidak
Yes No
1 Kebijakan dan komitmen tanggung jawab sosial
Social responsibility policies and commitments
✓
2 Informasi tentang isu-isu sosial yang relevan dengan Perseroan

Information about social issues that are relevant to the Company
✓
3 Informasi tentang risiko sosial yang dikelola Perseroan

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
✓
6 Kegiatan yang dilakukan dan dampak atas kegiatan tersebut

Activities undertaken and the impact of these activities
✓
7 Biaya yang dikeluarkan

Cost incurred
✓
8 Informasi terkait pengembangan sosial dan kemasyarakatan

Information related to social and community development
✓

Perkara Penting yang Dihadapi 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

Pokok Perkara Status Penyelesaian Perkara Perusahaan Nilai Nominal
No
Principal Case Case Settlement Status Risks Faced by Nominal Value
the Company
Perdata | Civil Case
1 575/PDT.G/2019/PN.TNG Proses persidangan di PN Tangerang. Menghambat Tanah seluas 1.195 m2 yang terletak di Desa
Gugatan Perbuatan Melawan The trial process in Tangerang District Pembangunan Rawa Rengas, Kecamatan Kosambi, Kabupaten
Hukum (PMH) antara Yudi Court. Nasional dalam hal ini Tangerang, Provinsi Banten, yang digunakan
(Penggugat) melawan Pembangunan Runway untuk pembangunan Runway 3 BSH. Nilai objek
PT Angkasa Pura II (Turut 3 BSH sengketa senilai Rp2.726.621.158,00.
Tergugat II). Inhibiting National The 1,195 m2 land located in Rawa Rengas Village,
575/PDT.G/2019/PN.TNG Development in this Kosambi District, Tangerang Regency, Banten
Lawsuit Against Law (PMH) case the Development of Province, was used for the construction of
between Yudi (Plaintiff) and PT Runway 3 BSH Runway 3 BSH. The value of the disputed object
Angkasa Pura II (Co-Defendant II). is Rp2,726,621,158.00.
2 446/PDT.G/2019/PN.TNG Putusan Pengadilan Negeri Tangerang Menghambat Tanah seluas 100 m2 berdasarkan AJB No. 597/
Gugatan Perbuatan Melawan (PT Angkasa Pura II menang), dengan Amar Pembangunan Kosambi/2007 Blok 04 untuk pembangunan
Hukum (PMH) antara Nisan bin Putusan sebagai berikut: Nasional dalam hal ini Runway 3 BSH di Kampong Kp Sawah, Kelurahan
Entong (Penggugat) melawan 1. Dalam Eksepsi: Mengabulkan Eksepsi Pembangunan Runway Rawa Rengas, Kecamatan Kosambi, Kabupaten
PT Angkasa Pura II Cq. Bagian Tergugat; 3 BSH Tangerang-Banten.
Asset Tanah PT Angkasa Pura II 2. Dalam Pokok Perkara: Inhibiting National Land area of 100 m2 based on AJB No. 597/
(Tergugat). a. Menyatakan Gugatan Penggugat Development in this Kosambi/2007 Block 04 for the construction of
446/PDT.G/2019/PN.TNG Tidak Dapat Diterima; case the Development of Runway 3 BSH in Kampung Kp Sawah, Rawa
Lawsuit Against the Law (PMH) b. Menghukum Penggugat untuk Runway 3 BSH Rengas Village, Kosambi District, Tangerang-
between Nisan bin Entong membayar biaya perkara Banten Regency.
(Plaintiff) against PT Angkasa Rp416.000,00 (empat ratus enam
Pura II Cq. Land Assets Section of belas ribu rupiah).
PT Angkasa Pura II (Defendant). Tangerang District Court Decision
(PT Angkasa Pura II wins), with Amar
verdict as follows:
1. In Exception: Grant the Defendant's
Exception;
2. The Principal Case
a. Declares Plaintiffs Lawsuit Not
Acceptable;
b. Punishing the Plaintiff to pay a case
fee of Rp416,000.00 (four hundred
and sixteen thousand rupiah).
3 259/PDT.G/2019/PN.TNG Proses persidangan di PN Tangerang. Menghambat Tanah 3 (tiga) bidang di Desa Rawa Rengas,
Gugatan Perbuatan Melawan Pembangunan Kecamatan Kosambi, Kabupaten Tangerang,
Hukum (PMH) antara Heri Nasional dalam hal ini Provinsi Banten, yang merupakan area yang akan
Mulyana (Penggugat) terhadap Pembangunan Runway dipakai untuk Runway 3 BSH, seluas :
PT Angkasa Pura II (Turut 3 BSH 1. 1.150 m2, dengan nilai ganti rugi uang sebesar
Tergugat II). Rp1.407.198.043,00.
2. 1.285 m2, dengan nilai ganti rugi uang sebesar
Rp1.679.820.857,00.
3. 2.224 m2, dengan nilai ganti rugi uang sebesar
Rp2.730.964.000,00.


No
the Company
3 259/PDT.G/2019/PN.TNG The trial process in Tangerang District Inhibiting National Land of 3 (three) fields in Rawa Rengas Village,
Lawsuit Against Law (PMH) Court. Development in this Kosambi District, Tangerang Regency, Banten
between Heri Mulyana (Plaintiff) case the Development of Province, which is the area that will be used for
against PT Angkasa Pura II (Co- Runway 3 BSH Runway 3 BSH, covering:
Defendant II). 1. 1,150 m2, with a total monetary compensation
amounting to Rp1,407,198,043.00
2. 1,285 m2, with a total monetary compensation
of Rp1,679,820,857.00,
3. 2,224 m2, with a total monetary compensation
amounting to Rp2,730,964,000.00.
4 593/PDT.G/2019/PN.TNG Proses persidangan di PN Tangerang. Menghambat Tanah 3 (tiga) bidang yang terletak di RT.003
Gugatan Perbuatan Melawan The trial process in Tangerang District Pembangunan RW.001 Desa Rawa Rengas, Kecamatan Kosambi,
Hukum (PMH) antara H. Mulyadi Court. Nasional dalam hal ini Kabupaten Tangerang, Persil 74 S.II Kohir No.33,
bin H. Rodjali (Penggugat) Pembangunan Runway milik Penggugat seluas :
melawan PT Angkasa Pura II 3 BSH 1. 1.638 m2, dengan nilai ganti rugi sebesar
(Turut Tergugat II). Inhibiting National Rp1.900.080.000,00
593/PDT.G/2019/PN.TNG Development in this 2. 1.660 m2, dengan nilai ganti rugi sebesar
Lawsuit Against the Law (PMH) case the Development of Rp1.460.854.377,00
between H. Mulyadi bin H. Rodjali Runway 3 BSH 3. 688 m2, dengan nilai ganti rugi sebesar
(Plaintiff) against PT Angkasa Rp602.260.809,00
Pura II (Co-Defendant II). 3 (three) land fields located in RT.003 RW.001
Rawa Rengas Village, Kosambi District, Tangerang
Regency, Persil 74 S.II Kohir No.33, owned by the
Plaintiff for:
1. 1,638 m2, with a compensation value of
Rp1,900,080,000.00
Rp1,460,854,377.00
3. 688 m2, with a compensation value of
Rp602,260,809.00
5 228/PDT.G/2019/PN.TNG Proses persidangan di PN Tangerang. Menghambat Tanah 5 (lima) bidang seluas :

Gugatan Perbuatan Melawan The trial process in Tangerang District Pembangunan 1. 1.477 m2, dengan nilai ganti rugi sebesar
Hukum (PMH) antara Kurnia Court. Nasional dalam hal ini Rp1.780.613.973,00
Haryanto (Penggugat) melawan Pembangunan Runway 2. 1720 m2, dengan nilai ganti rugi sebesar
Jadi bin Marin Komboj (Tergugat) 3 BSH Rp2.855.240.542,00
dan PT Angkasa Pura II (Turut Inhibiting National 3. 1.479 m2, dengan nilai ganti rugi sebesar
Tergugat I). Development in this Rp3.036.650.589,00
228/PDT.G/2019/PN.TNG case the Development of 4. 2.495 m2, dengan nilai ganti rugi sebesar
Lawsuit Against Law (PMH) Runway 3 BSH Rp2.092.523.726,00
between Kurnia Haryanto 5. 2.467 m2 dengan nilai ganti rugi sebesar
(Plaintiff) against Jadi bin Marin Rp1.798.889.935,00
Komboj (Defendant) and PT Land for five (5) fields covering:
Angkasa Pura II (Co-Defendant I). 1. 1,477 m2, with a compensation value of
Rp1,780,613,973.00
Rp2,855,240,542.00
Rp3,036,650,589.00
Rp2,092,523,726.00
5. 2,467 m2 with a compensation value of
Rp1,798,889,935.00
6 665/PDT.G/2019/PN.TNG Proses persidangan di PN Tangerang. Menghambat Tanah sawah seluas 944 m2, dengan hasil ukur
Gugatan Perbuatan Melawan Pembangunan akhir seluas 812 m2, di Desa Rawa Rengas,
Hukum (PMH) antara Taryati Alias Nasional dalam hal ini Kecamatan Kosambi, Kabupaten Tangerang,
Tati binti H. Ruin (Penggugat) Pembangunan Runway Banten. Nilai objek sengketa senilai
melawan Jadi bin Marin Komboj, 3 BSH Rp711.368.487,00.
Dkk (Tergugat), serta PT Angkasa
Pura II (Turut Tergugat III).


No
the Company
6 665/PDT.G/2019/PN.TNG The trial process in Tangerang District Inhibiting National Paddy land area of 944 m2, with the final
Lawsuit Against Law (PMH) Court. Development in this measurement of 812 m2, in Rawa Rengas Village,
between Taryati Alias Tati binti H. case the Development of Kosambi District, Tangerang Regency, Banten.
Ruin (Plaintiff) against Jadi bin Runway 3 BSH The value of the disputed object is amounted to
Marin Komboj, et al (Defendant), Rp711,368,487.00.
and PT Angkasa Pura II (Co-
Defendant III).
7 524/PDT.G/2019/PN.TNG Proses persidangan di PN Tangerang. Menghambat Tanah dengan total seluas 7.473 m2 untuk
Gugatan Perbuatan Melawan The trial process in Tangerang District Pembangunan pembangunan Runway 3 BSH di Desa Rawa
Hukum (PMH) antara H.Mulyadi Court. Nasional dalam hal ini Rengas, Kecamatan Kosambi, Kabupaten
bin H.Rodjali (Penggugat) Pembangunan Runway Tangerang, Banten, dengan pembagian nilai ganti
melawan Ruslan, Dkk (Tergugat), 3 BSH rugi sebagai berikut :
serta PT Angkasa Pura II (Turut Inhibiting National 1. 3.877 m2, dengan nilai ganti konsinasi senilai
Tergugat II). Development in this Rp7.789.588.542,00
524/PDT.G/2019/PN.TNG case the Development of 2. 1.351 m2, dengan nilai ganti konsinasi senilai
Lawsuit Against Law (PMH) Runway 3 BSH Rp2.134.142.817,00
between H.Mulyadi bin H.Rodjali 3. 350 m2 dengan nilai ganti konsinasi senilai
(Plaintiff) against Ruslan, Dkk Rp538.489.024,00
(Defendant), and PT Angkasa 4. 248 m2, dengan nilai ganti konsinasi senilai
Pura II (Co-Defendant II). Rp380.650.773,00.
Land with a total area of 7,473 m2 for the
construction of Runway 3 BSH in Rawa Rengas
Village, Kosambi District, Tangerang Regency,
Banten, with the distribution of compensation
as follows:
1. 3,877 m2, with a consolidated compensation
value of Rp7,789,588,542.00
2. 1,351 m2, with a consolidated compensation
value of Rp2,134,142,817.00
3. 350 m2 with a consolidated compensation
value of Rp538,489,024.00
4. 248 m2, with a consolidated compensation
value of Rp380,650,773.00.
8 206/PDT. G/2019/PN.TNG Proses persidangan di PN Tangerang. Menghambat Tanah seluas 1.571 m2 untuk pembangunan
Gugatan Perbuatan Melawan The trial process in Tangerang District Pembangunan runway 3 Bandara Soekarno Hatta yang terletak
hukum (PMH) antara ISRO HS, Court. Nasional dalam hal ini di Kp. Tukang Kajang, Rawarengas, Kosambi,
SE, (Penggugat) melawan Jadi Pembangunan Runway Tangerang , Jawa Barat. Nilai objek sengketa
bin Marin Komboj, Dkk (Tergugat) 3 BSH senilai Rp1.835.226.848,00.
dan PT Angkasa Pura II (Turut Inhibiting National Land area of 1,571 m2 for the construction of
Tergugat). Development in this runway 3 Soekarno Hatta Airport, located in
206/PDT. G/2019/PN.TNG case the Development of Kp. Tukang Kajang, Rawarengas, Kosambi,
Lawsuit Against the law (PMH) Runway 3 BSH Tangerang, West Java. The value of the disputed
between ISRO HS, SE, (Plaintiff) object is Rp1,835,226,848.00.
against Jadi bin Marin Komboj,
et al (Defendant) and PT Angkasa
Pura II (Co-Defendant).
9 155/PDT.G/2019/PN.TNG Proses persidangan di PN Tangerang. Menghambat Tanah seluas 2.562 m2 dan 900 m2 di Kampung
Gugatan Perbuatan Melawan The trial process in Tangerang District Pembangunan Rawa Jati Rawarengas, Kecamatan Kosambi,
Hukum (PMH) antara Hj. Iti, dkk Court. Nasional dalam hal ini Kabupaten Tangerang. Nilai objek sengketa
(Penggugat) melawan H. Mulyadi Pembangunan Runway senilai Rp2.241.829.393,00.
bin H. Rodjali (Tergugat I), dan PT 3 BSH Land area of 2,562 m2 and 900 m2 in Kampung
Angkasa Pura II (Tergugat III). Inhibiting National Rawa Jati Rawarengas, Kosambi District,
155/PDT.G/2019/PN. TNG Development in this Tangerang Regency. The value of the disputed
Lawsuit Against the Law (PMH) case the Development of object is Rp2,241,829,393.00.
between Hj. Iti, et al (Plaintiff) Runway 3 BSH
against H. Mulyadi bin H. Rodjali
(Defendant I), and PT Angkasa
Pura II (Defendant III).


No
the Company
10 241/PDT.G/2019/PN.TNG Proses persidangan di PN Tangerang. Menghambat Tanah seluas 857 m2 dan 600 m2 di Kelurahan
Hukum (PMH) antara Abdul Court. Nasional dalam hal ini Tangerang.
Rohman bin H. Sueb. (Penggugat) Pembangunan Runway Land area of 857 m2 and 600 m2 in Kelurahan
melawan Hendrik Chandra 3 BSH Rawa Rengas, Kosambi District, Tangerang
Wiratno, dkk. (Para Tergugat). Inhibiting National Regency.
PT Angkasa Pura II sebagai Development in this
Pemohon Intervensi. case the Development of
241/PDT.G/2019/PN.TNG Runway 3 BSH
Lawsuit Against the Law (PMH)
between Abdul Rohman bin
H. Sueb. (Plaintiff) against
Hendrik Chandra Wiratno, et al.
(Defendants).
PT Angkasa Pura II as
Intervention Applicant.
Gugatan Perbuatan Melawan The trial process in Tangerang District Pembangunan Rawa Burung, Kecamatan Kosambi, Kabupaten
Hukum (PMH) antara PT Angkasa Court. Nasional dalam hal ini Tangerang, Banten (bekas/ex Irigasi) milik PT
Pura II (Persero) (Penggugat) Pembangunan Runway Angkasa Pura II (Persero) yang dikuasai oleh
melawan Abdul Rojak, dkk 3 BSH warga tanpa izin dan tanpa alas hak yang sah.
(Para Tergugat). Inhibiting National An area of 9,616 m² located in Rawa Burung
449/PDT.G/2019/PN.TNG Development in this Village, Kosambi District, Tangerang Regency,
Lawsuit Against Law (PMH) case the Development of Banten (former/ex-irrigation) owned by PT
between PT Angkasa Pura II Runway 3 BSH Angkasa Pura II (Persero), which is controlled by
(Persero) (Plaintiff) against Abdul residents without permission and without legal
Rojak, et al (The Defendants). rights.
12 576/PDT.G.2019/PN.TNG Proses persidangan di PN Tangerang. Menghambat Tanah seluas kurang lebih 4.025 m2 yang
Gugatan Perbuatan Melawan The trial process in Tangerang District Pembangunan berlokasi di Desa Rawa Rengas, Kecamatan
Hukum (PMH) antara Boby Court. Nasional dalam hal ini Kosambi, Kabupaten Tangerang, Banten yang
(Penggugat) melawan Allen Fauzi Pembangunan Runway terkena pembebasan tanah untuk Runway 3.
(Tergugat I) dan PT Angkasa Pura 3 BSH Nilai objek sengketa senilai Rp8.213.415.883,00.
II (Persero) (Turut Tergugat III). Inhibiting National An area of approximately 4,025 m2 located
576/PDT.G.2019/PN.TNG Development in this in Rawa Rengas Village, Kosambi District,
Lawsuit Against Law (PMH) case the Development of Tangerang Regency, Banten which is affected by
between Boby (Plaintiff) against Runway 3 BSH land acquisition for Run Way 3. The value of the
Allen Fauzi (Defendant I) and PT disputed object is Rp8,213,415,883.00.
Angkasa Pura II (Persero) (Co-
Defendant III).
13 322/PDT.G/2019/PN.TNG Proses persidangan di PN Tangerang. Menghambat Tanah seluas 2.625 m2 yang berlokasi di Desa
Gugatan Perbuatan Melawan The trial process in Tangerang District Pembangunan Rawa Rengas, Kecamatan Teluknaga, Kabupaten
Hukum (PMH) antara Minggu bin Court. Nasional dalam hal ini Tangerang, Banten, yang terkena pembebasan
Paih (Penggugat) melawan Jadi Pembangunan Runway tanah untuk Runway 3.
bin Marin Komboj, Dkk, (Para 3 BSH. Nilai objek sengketa senilai
Tergugat) dan PT Angkasa Pura II Inhibiting National Rp2.311.899.678,00.
(Persero) (Turut Tergugat). Development in this The 2,625 m2 land located in Rawa Rengas
322/PDT.G/2019/PN.TNG case the Development of Village, Teluknaga District, Tangerang Regency,
Lawsuit Against the Law (PMH) Runway 3 BSH Banten, which was affected by land acquisition
between Minggu bin Paih for Run Way 3.
(Plaintiff) against Jadi bin Marin The value of the disputed object is
Komboj, et al, (Defendants) and Rp2,311,899,678.00.
PT Angkasa Pura II (Persero) (Co-
Defendant).
14 236/PDT.G/2019/PN.TNG Proses persidangan di PN Tangerang. Menghambat Tanah 2 (dua) bidang yang berlokasi di Desa
Gugatan Perbuatan Melawan Pembangunan Rawa Rengas,Kecamatan Kosambi, Kabupaten
Hukum (PMH) yang diajukan Heri Nasional dalam hal ini Tangerang, Banten yang terkena pembebasan
Mulyana (Penggugat) melawan Pembangunan Runway tanah untuk Runway 3.
H. Muyadi bin Rojali, Dkk, (Turut 3 BSH. Nilai objek sengketa masing-masing tanah :
Tergugat), dan PT Angkasa Pura II 1. Tanah seluas 8.950 m2, nilai objek sengketa
(Turut Tergugat II). senilai Rp14.741.502.837,00
2. Tanah seluas 2.180 m2 nilai objek sengketa
senilai Rp1.996.377.401,00


No
the Company
14 236/PDT.G/2019/PN.TNG The trial process in Tangerang District Inhibiting National Land of 2 (two) fields located in Rawa Rengas
Lawsuit Against Law (PMH) filed Court. Development in this Village, Kosambi District, Tangerang Regency,
by Heri Mulyana (Plaintiff) against case the Development of Banten which are affected by land acquisition
H. Muyadi bin Rojali, et al, (Co- Runway 3 BSH for Run Way 3.
Defendants), and PT Angkasa Pura Value of disputed object for each land:
II (Co-Defendant II). 1. Land area of 8,950 m2, the value of the disputed
object is Rp14,741,502,837.00
2. The land area of 2,180 m2 has the value of the
disputed object valued at Rp1,996,377,401.00
15 220/PDT.G/2019/PN.TNG Proses persidangan di PN Tangerang. Menghambat Tanah 4 (empat) bidang yang berlokasi di Desa
Hukum (PMH) antara Heri Court. Nasional dalam hal ini Tangerang, Banten yang terkena pembebasan
Mulyana (Penggugat) melawan Pembangunan Runway tanah untuk Runway 3.
Jadi bin Marin Komboj, Dkk (Para 3 BSH Nilai objek sengketa masing-masing tanah :
Tergugat), serta PT Angkasa Pura II Inhibiting National 1. Tanah seluas 3.805 m2, nilai objek sengketa
(Persero) (Turut Tergugat II). Development in this senilai Rp4.632.882.451,00
220/PDT.G/2019/PN.TNG case the Development of 2. Tanah seluas 1.599 m2, nilai objek sengketa
Lawsuit Against the Law (PMH) Runway 3 BSH Rp2.158.275.523,00
between Heri Mulyana (Plaintiff) 3. Tanah seluas 1.681 m2, Rp2.045.069.104,00
against Jadi bin Marin Komboj, et 4. Tanah seluas 1.300 m2, nilai objek sengketa
al (Defendants), and PT Angkasa Rp1.580.796.788,00
Pura II (Persero) (Co-Defendant II). Land of 4 (four) fields located in Rawa Rengas
Village, Kosambi District, Tangerang Regency,
Banten which are affected by land acquisition
for Run Way 3.
Value of disputed object for each land:
1. Land area of 3,805 m2, the value of the disputed
object is Rp4,632,882,451.00
object Rp2,158,275,523.00
3. Land area of 1,681 m2, Rp2,045,069,104.00
object Rp1,580,796,788.00
16 12/PDT.G/2019/PN.TNG Proses persidangan di PN Tangerang. - -

Gugatan Perbuatan Melawan The trial process in Tangerang District
Hukum (PMH) antara H. Kidup Court.
bin Milan (Penggugat) melawan
(Tergugat).
12/PDT.G/2019/PN.TNG
Lawsuit Against Law (PMH)
between H. Kidup bin Milan
(Plaintiff) against PT Angkasa
Pura II (Persero) (Defendant).
17 408/PDT.G/2019/PN.TNG Proses persidangan di PN Tangerang. Menghambat Tanah seluas 3.680 m2 yang terletak di
Gugatan Perbuatan Melawan The trial process in Tangerang District Pembangunan Desa Rawa Rengas, Kec. Kosambi, Kabupaten
Hukum (PMH) antara Hj. Ruiyah, Court. Nasional dalam hal ini Tangerang. Nilai objek sengketa senilai
Dkk (Penggugat) melawan H. Pembangunan Runway Rp4.816.508.148,00
Mulyadi Muslih, Dkk (Tergugat) 3 BSH. The land area of 3,680 m2 located in Rawa
dan PT Angkasa Pura II (Persero) Inhibiting National Rengas Village, Kec. Kosambi, Tangerang
(Para Turut Tergugat). Development in this Regency.The value of the disputed object is
408/PDT.G/2019/PN.TNG case the Development of Rp4,816,508,148.00
Lawsuit Against the Law (PMH) Runway 3 BSH
between Hj. Ruiyah, Dkk (Plaintiff)
against H. Mulyadi Muslih, Dkk
(Defendant) and PT Angkasa Pura
II (Persero) (The Defendants).
18 1077/PDT.G/2019/PN.TNG Proses persidangan di PN Tangerang. Menghambat Tanah seluas 324 m2 yang terletak di
Gugatan Perbuatan Melawan Pembangunan Kampung Sawah, Desa Rawa Burung RT 04
Hukum (PMH) antara Ng Kwong Nasional dalam hal ini RW 01, Tangerang. Nilai objek sengketa senilai
Tak (Penggugat) melawan Jauw Pembangunan Runway Rp543.131.325,00
Hok Mie, dkk (Tergugat), dan PT 3 BSH.
Angkasa Pura II (Persero) (Turut
Tergugat).


No
the Company
18 1077/PDT.G/2019/PN.TNG The trial process in Tangerang District Inhibiting National The land area of 324 m2 located in Kampung
Lawsuit Against the Law (PMH) Court. Development in this Sawah, Rawa Burung Village RT 04 RW 01,
between Ng Kwong Tak (Plaintiff) case the Development of Tangerang.The value of the disputed object is
against Jauw Hok Mie, et al Runway 3 BSH Rp543,131,325.00
(Defendant), and PT AngkasaPura
II (Persero) (Co-Defendant).
19 359/PDT.G/2019/PN.TNG Proses persidangan di PN Tangerang. Menghambat Tanah seluas 10.621 m2 yang akan dibangun
Gugatan Perbuatan Melawan The trial process in Tangerang District Pembangunan proyek Runway 3 BSH. Nilai objek sengketa senilai
Hukum (PMH) antara Hendra Court. Nasional dalam hal ini Rp8.538.024.362,00
Triswana (Penggugat) melawan Pembangunan Runway The total land area of 10,621 m2 will be used to
PT Angkasa Pura II (Persero) 3 BSH build the Runway 3 BSH project. The value of the
(Tergugat I). Inhibiting National disputed object is Rp8,538,024,362.00
359/PDT.G/2019/PN.TNG Development in this
Lawsuit Against the Law (PMH) case the Development of
between Hendra Triswana Runway 3 BSH
(Plaintiff) against PT Angkasa
Pura II (Persero) (Defendant I).
20 987/PDT.G/2018/PN.TNG Putusan Pengadilan Negeri Tangerang Menghambat Objek sengketa :

Gugatan Perbuatan Melawan tanggal 09 Agustus 2019. Pembangunan 1. Tanah Milik PT Angkasa Pura II (Persero)
Hukum (PMH) antara PT Angkasa (PT Angkasa Pura II menang), dengan amar Nasional dalam hal ini seluas 5.334 m2 Sertifikat Hak Guna Bangunan
Pura II (Persero) (Penggugat) putusan sebagai berikut: Pembangunan Runway (SHGB) Nomor 35/Karangsari tanggal 02
melawan H. Usman bin Djafar 1. Dalam Eksepsi: Menolak eksepsi 3 BSH Desember 1998 atas nama PT Angkasa Pura II
(Tergugat). tergugat; (Persero) berkedudukan di Tangerang;
2. Dalam Pokok Perkara 2. Sertifikat Hak Guna Bangunan (SHGB) Nomor
a. Menerima gugatan Penggugat untuk 1/Karanganyar tanggal 02 Desember 1998 atas
sebagian; nama PT Angkasa Pura II (Persero) terletak
b. Menyatakan demi hukum, di Desa/Kelurahan Karang Anyer, Kecamatan
Penggugat adalah pemilik yang sah Batu Ceper, Kabupaten Tangerang seluas
atas tanah objek sengketa seluas 1.400 m².
6.910m2 (enam ribu sembilan
ratus sepuluh meter persegi),
dan merupakan bahagian dari
Sertifikat Hak Guna Bangunan
(SHGB) Nomor 35/Karangsari,
tanggal 02 Desember 1998 atas
nama PT Angkasa Pura II (Persero)
berkedudukan di Tangerang seluas
42.700m2, Surat Ukur Nomor
04 tanggal 02 Desember 1998
NIB10.21.05.12.00004 berdasarkan
Surat Keputusan Nomor 535/
HGB/KWBPN/1998, tanggal 28
Agustus 1998; Menyatakan demi
hukum Tergugat telah melakukan
perbuatan melawan hukum;
Menghukum Tergugat atau
pihak lain yang memperoleh hak
padanya, untuk menyerahkan dan/
atau mengosongkan tanah objek
sengketa seluas 6.910m2 kepada
Penggugat dan jika diperlukan
dapat dilakukan dengan upaya
paksa dengan bantuan aparat
terkait; Menghukum Tergugat
untuk membayar uang paksa
(dwangsom) sebesar Rp500.000,-
(lima ratus ribu rupiah) untuk
setiap hari keterlambatan Tergugat
melaksanakan putusan ini;
Menolak gugatan Penggugat untuk
selebihnya.


No
the Company
20 987/PDT.G/2018/PN.TNG Tangerang District Court's verdict on Inhibiting National Dispute object:

Lawsuit Against Law (PMH) August 9, 2019. Development in this 1. Land owned by PT Angkasa Pura II (Persero)
between PT Angkasa Pura II (PT Angkasa Pura II won), with the case the Development of covering an area of 5,334 m² with Certificate
(Persero) (Plaintiff) against H. following verdict: Runway 3 BSH of Building Use Rights (SHGB) Number 35 /
Usman bin Djafar (Defendant). 1. In Exception: Refuse the defendant's Karangsari dated December 2, 1998 on behalf
exception; of PT Angkasa Pura II (Persero) domiciled in
2. The Principal Case: Tangerang;
a. Receive Plaintiff's claim in part; 2. Building Use Certificate (SHGB) Number 1/
b. Declaring by law, the Plaintiff is the Karanganyar dated December 2, 1998 on
legal owner of the disputed land behalf of PT Angkasa Pura II (Persero) located
area of 6,910m2 (six thousand nine in the village/Kelurahan Karang Anyer, Batu
hundred ten square meters), and is Ceper District, Tangerang Regency covering an
a part of the Building Use Certificate area of 1,400 m².
(SHGB) Number 35 / Karangsari,
dated December 2, 1998 in the name
of PT Angkasa Pura II (Persero) is
domiciled in Tangerang with an area
of 42,700m2, Measurement Letter
Number 04 dated 02 December
1998 NIB10.21.05.12.00004 based
on Decree Number 535 / HGB /
KWBPN / 1998, dated August 28,
1998; Declare by law the Defendant
has committed an illegal act; Punish
the Defendant or other party who
has the right to him, to surrender
and / or vacate the disputed land
area of 6,910m2 to the Plaintiff
and if necessary it can be done by
force with the assistance of the
relevant authorities; Sentencing
the Defendant to pay forced money
(dwangsom) in the amount of
Rp500,000 (five hundred thousand
rupiah) for each day of delay the
Defendant carried out this decision;
Refuse Plaintiff's claim for the rest.
21 1167/PDT.G/2019/PN.TNG Proses persidangan di PN Tangerang. Menghambat Tanah seluas ± 13.100 m2 dengan uraian seluas
Gugatan Perbuatan Melawan The trial process in Tangerang District Pembangunan 2.675 m2 telah menjadi SHGB No. 362/Benda dan
Hukum (PMH) antara PT Angkasa Court. Nasional dalam hal ini seluas 10.482 sedang dalam proses Sertifikat
Pura II (Persero) (Penggugat), Eka Pembangunan Runway yang asal usulnya adalah dari SHM No. 183/
Juniasih Badriati (Tergugat I), 3 BSH Benda. Nilai objek perkara senilai
Totong Hartono (Tergugat II). Inhibiting National Rp10.000.000.000,00
1167/PDT.G/2019/PN.TNG Development in this The land area of ± 13,100 m2 with the description
Lawsuit Against Law (PMH) case the Development of of 2,675 m2 has become SHGB No. 362/Object
between PT Angkasa Pura II Runway 3 BSH and area of 10,482 are in the process of
(Persero) (Plaintiff), Eka Juniasih certificates of origin originating from SHM No.
Badriati (Defendant I), Totong 183/Objects. The value of the case object is worth
Hartono (Defendant II). Rp10,000,000,000.00
22 Perkara di tingkat Banding Perkara Banding atas PutusanPengadilan Menghambat Objek sengketa:
terkait Gugatan Perbuatan Negeri Tangerang tanggal 14 Agustus 2019 Pembangunan 1. Tanah Milik PT Angkasa Pura II (Persero)
Melawan Hukum (PMH) antara H. Nomor 987/PDT.G/2018/PN.TNG Nasional dalam hal ini seluas 5.334 m2 Sertifikat Hak Guna Bangunan
Usman Bin Djafar (Pembanding) Proses Banding di Pengadilan Tinggi Pembangunan Runway (SHGB) Nomor 35/Karangsari tanggal 02
melawan PT Angkasa Pura II Banten. 3 BSH Desember 1998 atas nama PT Angkasa Pura II
(Persero) (Terbanding). (Persero) berkedudukan di Tangerang;
2. Sertifikat Hak Guna Bangunan (SHGB) Nomor
1/Karanganyar tanggal 02 Desember 1998
atas nama PT Angkasa Pura II (Persero)
terletak di Desa/Kelurahan Karang Anyer,
Kecamatan Batu Ceper, Kabupaten Tangerang
seluas 1.400 m².


No
the Company
22 Case at Appeal level related Appeal Case of Tangerang District Court Inhibiting National Dispute object:
to Lawsuit Against Law (PMH) Judgment on August 14, 2019 Number Development in this 1. Land owned by PT Angkasa Pura II (Persero)
between H. Usman Bin Djafar 987/PDT.G/2018/PN.TNG case the Development of covering an area of 5,334 m² Certificate of
(Comparator) against PT Angkasa Appeal Process in Banten High Court. Runway 3 BSH Building Use Rights (SHGB) Number 35 /
Pura II (Persero) (Compared). Karangsari dated December 2, 1998 on behalf
of PT Angkasa Pura II (Persero) domiciled in
Tangerang;
2. Building Use Certificate (SHGB) Number 1
/ Karanganyar dated December 2, 1998 on
behalf of PT Angkasa Pura II (Persero) located
in the village / Kelurahan Karang Anyer, Batu
Ceper District, Tangerang Regency covering an
area of 1,400 m².
23 Perkara di tingkat Banding terkait Perkara Banding atas PutusanPengadilan Kehilangan aset Tanah seluas kurang lebih 26 Ha yang terkena
Gugatan Perbuatan Melawan Negeri Tarutung tanggal 2 April 2019 Perusahaan pembebasan untuk Bandar Udara Silangit. Nilai
Hukum (PMH) antara Purnama Nomor 22/PDT.G/2018/PN.TRT Loss of Company assets objek sengketa senilai Rp52.000.000.000,00.
Silalahi (Pembanding) dan Proses Banding di Pengadilan Tinggi Land area of approximately 26 hectares affected
PT Angkasa Pura II (Persero) Medan. by the exemption for Silangit Airport. The dispute
(Terbanding II). Case of Appeal on Tarutung District Court object value is Rp52,000,000,000.00.
Case at Appeal level related Judgment on April 2, 2019 Number
to Lawsuit Against Law (PMH) 22/PDT.G/2018/PN.TRT
between Purnama Silalahi Appeal Process in Medan High Court.
(Comparator) and PT Angkasa
Pura II (Persero) (Compared II).
24 Perkara di tingkat Kasasi terkait Perkara Kasasi atas Putusan Pengadilan Menghambat Tanah seluas 2.5 Ha atau 25.000 m2 yang terletak
Gugatan Perbuatan Melawan Negeri Tangerang tanggal 12 September Pembangunan di Desa Rawa Rengas, Kecamatan Teluk Naga,
Hukum (PMH) antara Interianna 2018 Nomor 593/PDT.P/2018/PN.TNG Nasional dalam hal ini Tangerang, Persil Nomor 183 S III. Nilai objek
Sianturi (Pemohon Kasasi), dan: Proses Kasasi di Mahkamah Agung RI. Pembangunan Runway perkara senilai Rp250.000.000.000,00.
PT Angkasa Pura II (Persero) Cassation Case on Tangerang District Court 3 BSH Land area of 2.5 Ha or 25,000 m2 located in Rawa
(Termohon Kasasi II). Judgment on September 12, 2018 Number Inhibiting National Rengas Village, Teluk Naga District, Tangerang,
The case at the Cassation 593/PDT.P/2018/PN.TNG Development in this Persil Number 183 S III. The object value of the
level was related to a Lawsuit The Cassation Process in the Supreme case the Development of case is Rp250,000,000,000.00.
Against the Law (PMH) between Court of the Republic of Indonesia. Runway 3 BSH
Interianna Sianturi (the Cassation
Appellant), and: PT Angkasa
Pura II (Persero) (Respondent
Cassation II).
25 Perkara di tingkat Kasasi terkait Perkara Kasasi atas Putusan Nomor 302/ Kerugian Keuangan Perjanjian Asuransi Jiwa Tunjangan Hari Tua
Gugatan Perbuatan Melawan PDT.G.ARB/2019/PN.JKT.SEL Perusahaan (THT). Nilai objek sengketa senilai
Hukum (PMH) antara AJB Proses Kasasi di Mahkamah Agung RI. Corporate Financial Rp30.469.142.984,00 dan Rp104.298.349.800,00
Bumiputera 1912 (Pemohon) Case of Cassation for Decision Number Losses Retirement Age Benefits (THT) Life Insurance
dan PT Angkasa Pura II (Persero) 302/PDT.G.ARB/2019/PN.JKT.SEL Agreement. The value of the disputed object is
(Termohon II). The Cassation Process in the Supreme Rp30,469,142,984.00 and Rp104,298,349,800.00
The case at the Cassation Court of the Republic of Indonesia.
level was related to a Lawsuit
Against Law (PMH) between AJB
Bumiputera 1912 (Petitioner)
and PT Angkasa Pura II (Persero)
(Respondent II).
26 92/PDT.G/2019/PN.TNG Proses persidangan di PN Tangerang. Menghambat Tanah 3 (tiga) bidang yang saling berdekatan
Gugatan Perbuatan Melawan The trial process in Tangerang District Pembangunan seluas 2.063 m2, 3.586 m2, 1.062 m2 terletak di
Hukum (PMH) antara Liam Lian Court. Nasional dalam hal ini Kp.Sirna Galih, Kelurahan Benda, Kecamatan
Nio (Penggugat) melawan Drs. Pembangunan Runway Benda.
Suparman,Cs (Para Tergugat), 3 BSH Land of 3 (three) fields that are close together
dan PT Angkasa Pura II (Turut Inhibiting National covering an area of 2,063 m2, 3,586 m2, 1,062 m2
Tergugat I). Development in this located in Kp. Syna Galih, Benda Village, Benda
92/PDT.G/2019/PN.TNG case the Development of Subdistrict.
Lawsuit Against Law (PMH) Runway 3 BSH
between Liam Lian Nio (Plaintiff)
against Drs. Suparman, Cs (the
Defendants), and PT Angkasa
Pura II (Co-Defendant I).


No
the Company
Gugatan Perbuatan Melawan The trial process in Tangerang District Pembangunan Benda, Kecamatan Benda, Kabupaten Tangerang,
Hukum (PMH) antara PT Angkasa Court. Nasional dalam hal ini Provinsi Banten. Nilai objek sengketa senilai
Pura II (Persero) (Penggugat) Pembangunan Runway Rp2.540.632.500,00
melawan Saw The Nji (Tergugat I) 3 BSH Land area of 15,282 m2 located in Benda Village,
dan Mas Suparman (Tergugat II). Inhibiting National Benda Subdistrict, Tangerang Regency, Banten
525/PDT.G/2019/PN.TNG Development in this Province. The value of the disputed object is
Lawsuit Against the Law (PMH) case the Development of Rp2,540,632,500.00
between PT Angkasa Pura II Runway 3 BSH
(Persero) (Plaintiff) against Saw
The Nji (Defendant I) and Mas
Suparman (Defendant II).
28 608/PDT.G/2019/PN.TNG Proses persidangan di PN Tangerang. Menghambat Tanah seluas 11.687 m2 di Kampung Keresek
Gugatan Perbuatan Melawan The trial process in Tangerang District Pembangunan Asin RT 02/08 dahulu Desa Benda, Kecamatan
Hukum (PMH) antara Saw The Court. Nasional dalam hal ini Batu Ceper, sekarang menjadi Kelurahan Benda,
Nji (Penggugat I) dan Tjung Min Pembangunan Runway Kecamatan Benda, Kotamadya Tangerang.
Siong (Penggugat II) melawan 3 BSH Nilai objek sengketa senilai Rp30.882.000.000,00
PT Angkasa Pura II (Persero) Inhibiting National The land area of 11,687 m2 in Keresek Asin Village
(Tergugat III). Development in this RT 02/08 was formerly Benda's Village, Batu
608/PDT.G/2019/PN.TNG case the Development of Ceper Subdistrict, now Benda Village, Benda
Lawsuit Against Law (PMH) Runway 3 BSH Subdistrict, Tangerang Municipality. The value of
between Saw The Nji (Plaintiff the disputed object is Rp30,882,000,000.00
I) and Tjung Min Siong (Plaintiff
II) against PT Angkasa Pura II
(Persero) (Defendant III).
Gugatan Perbuatan Melawan The trial process in Tangerang District Pembangunan Dadap, Kecamatan Kosambi, Kabupaten
Hukum (PMH) antara PT Angkasa Court. Nasional dalam hal ini Tangerang yang tercatat sebagai aset PT Angkasa
Pura II (Persero) (Penggugat) dan pembangunan Runway Pura II (Persero).
Ahmad Ghozali, dkk (Tergugat). 3 BSH The 81,500 m2 land located in Dadap Village,
852/PDT.G/2019/PN.TNG Inhibiting National Kosambi District, Tangerang Regency is recorded
Lawsuit Against Law (PMH) Development in this as an asset of PT Angkasa Pura II (Persero).
between PT Angkasa Pura II case the Development of
(Persero) (Plaintiff) and Ahmad Runway 3 BSH
Ghozali, et al (Defendant).
30 305/PDT.G/2018/PN.PBR Proses persidangan di PN Pekanbaru. Tercemarnya nama baik Tanah seluas 35.000 m2 yang terletak di wilayah
Gugatan Perbuatan Melawan The trial process in Pekanbaru District perusahaan. Kelurahan Simpang Tiga, Kecamatan Bukitraya,
Hukum (PMH) antara Muhammad Court. Tainted the company's Kota Pekanbaru. Nilai objek sengketa sejak tahun
Arkan (Penggugat) melawan reputation 1973 sampai dengan tahun 2000 senilai
PT Pertamina (Tergugat I) dan Rp2.876.731.200,00
PT Angkasa Pura II (Persero) 35,000 m2 of land located in the Simpang Tiga
(Tergugat II). Village, Bukitraya District, Pekanbaru City.
305/PDT.G/2018/PN.PBR The value of disputed objects from 1973 to 2000 is
Lawsuit Against Law (PMH) worth of Rp2,876,731,200.00
between Muhammad Arkan
(Plaintiff) against PT Pertamina
(Defendant I) and PT Angkasa
Pura II (Persero) (Defendant II).
31 612/PDT.G/2019/PN.JKT.PST Proses persidangan di PN Jakarta Pusat. 1. Tercemarnya nama Tiket pesawat dengan Nomor Tiket
Gugatan Perbuatan Melawan The trial process in Central Jakarta District baik perusahaan 9902189936546 dengan Nomor Penerbangan
Hukum (PMH) antara Muhammad Court. 2. Kehilangan JT-616 jadwal penerbangan dari Jakarta (CGK)
Chozin (Penggugat) melawan Lion kepercayaan dengan tujuan Bandara Depati Amir (PGK). Nilai
Air (Tergugat), Traveloka (Turut masyarakat objek sengketa senilai Rp100.106.145.200,00.
Tergugat I), dan PT Angkasa Pura terhadap kapabilitas Flight ticket with Ticket Number 9902189936546
II (Persero) (Turut Tergugat II). perusahaan with Flight Number JT-616 flight schedule from
612/PDT.G/2019/PN.JKT. PST 1. Tainted the Jakarta (CGK) to the destination Depati Amir
Lawsuit Against Law (PMH) company's Airport (PGK). The value of the disputed object is
between Muhammad Chozin reputation Rp100,106,145,200.00.
(Plaintiff) against Lion Air 2. Loss of public trust in
(Defendant), Traveloka (Co- company capabilities
Defendant I), and PT Angkasa
Pura II (Persero) (Co-Defendant II).


No
the Company
32 14/VII/ARB/BANI-Mdn/2019 Putusan Badan Arbitrase Nasional 1. Terhambatnya Objek sengketa: Apron dan Overlay Taxiway
Gugatan Wanprestasi antara PT Indonesia (BANI) tanggal 22 Februari 2020, pembangunan Bandara Husein Sastranegara Bandung.
Bunga Tanjung Raya (Pemohon) dengan amar putusan sebagai berikut : apron dan overlay Nilai objek sengketa senilai
melawan PT Angkasa Pura II 1. Dalam Eksepsi: Menolak Eksepsi taxiway Bandara Rp6.263.625.733,00
(Persero) (Termohon). Termohon untuk seluruhnya; Husein Sastranegara
2. Dalam Pokok Perkara Bandung
a. Mengabulkan Permohonan Arbitrase 2. Arus lalu lintas
Pemohon untuk sebagian; pesawat yang tidak
b. Menyatakan Tidak Sah dan maksimal akibat
Tidak Berkekuatan Hukum Surat akses yang belum
Termohon tertanggal 10 Juli 2017 jadi
Nomor 14.09.08/08/07/2017/006
dengan segala akibat hukumnya;
c. Menyatakan Termohon telah
melakukan perbuatan Wanprestasi;
d. Menghukum dan memerintahkan
Termohon untuk membayar
progres kerja yang telah
dilaksanakan Pemohon sebesar
Rp5.195.667.216,6,- (lima miliyar
seratus sembilan puluh lima juta
enam ratus enam puluh tujuh ribu
dua ratus enam belas koma enam
rupiah) kepada Pemohon secara
tunai dan seketika dalam waktu
selambat-lambatnya 30 (tiga puluh)
hari kalender setelah Permohonan
a-quo diputus oleh Majelis Arbiter;
e. Menolak permohonan Pemohon
untuk selebihnya;
f. Menetapkan biaya-biaya dalam
penyelesaian perkara secara
arbitrase ini sebesar Rp362.120.000,-
(tiga ratus enam puluh dua juta
seratus dua puluh ribu rupiah)
dibebankan kepada Pemohon dan
Termohon secara seimbang, yaitu
masing-masing setengah bagian,
yaitu masing-masing sebesar
Rp181.060.000,- (seratus delapan
puluh satu juta enam puluh ribu
rupiah);
g. Menghukum dan memerintahkan
kepada para pihak (Pemohon dan
Termohon) untuk melaksanakan
putusan arbitrase ini, dalam jangka
waktu paling lambat 30 (tiga puluh)
hari terhitung sejak pembacaan
putusan perkara ini;
h. Menyatakan putusan arbitrase
dalam perkara ini adalah putusan
yang pertama dan terakhir serta
mengikat kedua belah pihak;
i. Memerintahkan kepada Sekretaris
Majelis untuk menyerahkan dan
mendaftarkan turunan resmi
putusan arbitrase ini di Kantor
Kepaniteraan Pengadilan Negeri
Bandung, atas biaya Pemohon dan
Termohon dalam tenggang waktu
sebagaimana ditetapkan Undang-
Undang Nomor: 30 Tahun 1999
tentang Arbitrase dan Alternatif
Penyelesaian Sengketa.


No
the Company
32 14/VII/ARB/BANI-Mdn/2019 Decision of the Indonesian National 1. Hampered Object of dispute: Apron and Overlay Taxiway
Claims for Default between PT Arbitration Board (BANI) dated February construction of the Husein Sastranegara Airport Bandung.
Bunga Tanjung Raya (Petitioner) 22, 2020, with the following verdict: apron and overlay The value of the disputed object is
and PT Angkasa Pura II (Persero) 1. In Exception: Refuse the Respondent's taxiway Husein Rp6,263,625,733.00
(Respondent). Exception to the full; Sastranegara Airport,
2. In Perkara Ceremony: Bandung
a. To grant the Petition of Arbitration 2. Aircraft traffic is
Petitioners in part; not optimal due to
b. Declaring Illegal and Legal Strengths unfinished access
Respondent's letter dated July
10, 2017 Number 14.09.08/
08/07/2017/006 with all its legal
consequences;
c. Declare that the Respondent has
committed the Default;
d. Punishes and instructs the
Respondent to pay the work
progress that has been carried out
by the Petitioner in the amount
of Rp5,195,667,216.6 (five billion
one hundred ninety five million six
hundred sixty seven thousand two
hundred sixteen six rupiah) to the
Applicant in cash and immediately
within 30 (thirty) calendar days after
the petition of the a-quo is decided
by the Arbitrator Council;
e. Refuse the Petitioner's request for
the rest;
f. Determine the costs in the
settlement of this arbitration case
in the amount of Rp362,120,000
(three hundred sixty two million
one hundred twenty thousand
rupiah) charged to the Petitioner
and Respondent in a balanced
manner, namely each half portion,
i.e. - Rp181,060,000 (one hundred
eighty-one million sixty thousand
rupiah);
g. Punishes and instructs the parties
(Petitioners and Respondents) to
carry out this arbitration award, no
later than 30 (thirty) days from the
reading of this case decision;
h. Declaring the arbitration award in
this case is the first and last decision
and binding on both parties;
i. Ordered the Secretary of the
Assembly to submit and register the
official derivative of this arbitration
award at the Registrar's Office
of the Bandung District Court, at
the expense of the Petitioner and
Respondent within the grace period
as stipulated in Law Number: 30 of
1999 concerning Arbitration and
Alternative Dispute Resolution.


No
the Company
33 15/VII/ARB/BANI-Mdn/2019 Putusan Badan Arbitrase Nasional 1. Terhambatnya Objek sengketa: Apron dan Overlay Taxiway
Gugatan Wanprestasi antara Indonesia (BANI) tanggal 22 Februrari 2020, pembangunan Bandara Husein Sastranegara Bandung.
PT Pharma Kasih Sentosa dengan amar putusan sebagai berikut : apron dan overlay Nilai objek sengketa senilai
(Pemohon) melawan PT Angkasa 1. Dalam Eksepsi: Menolak Eksepsi taxiway Bandara Rp1.218.634.787,00
Pura II (Persero) (Termohon). Termohon untuk seluruhnya; Husein Sastranegara
2. Dalam Pokok Perkara: Bandung
a. Mengabulkan Permohonan 2. Arus lalu lintas
Arbitrase Pemohon untuk sebagian; pesawat yang tidak
b. Menyatakan Tidak Sah dan maksimal akibat
Tidak Berkekuatan Hukum Surat akses yang belum
Termohon tertanggal 10 Juli 2017 jadi
Nomor 14.09.08/08/07/2017/006
dengan segala akibat hukumnya;
c. Menyatakan Termohon telah
melakukan perbuatan Wanprestasi;
d. Menghukum dan memerintahkan
Termohon untuk membayar
progres kerja yang telah
dilaksanakan Pemohon sebesar
Rp951.119.943,92,- (sembilan
ratus lima puluh satu juta seratus
sembilan belas ribu sembilan ratus
empat puluh tiga koma sembilan
puluh dua rupiah;
e. Menolak permohonan Pemohon
untuk selebihnya;
f. Menetapkan biaya-biaya dalam
penyelesaian perkara secara
arbitrase ini sebesar Rp98.670.000,-
(sembilan puluh delapan juta enam
ratus tujuh puluh ribu rupiah)
dibebankan kepada Pemohon dan
Termohon secara seimbang, yaitu
masing-masing setengah bagian,
yaitu masing-masing sebesar
Rp49.335.000,- (empat puluh
sembilan juta tiga ratus tiga puluh
lima ribu rupiah);
g. Menghukum dan memerintahkan
kepada para pihak (Pemohon dan
Termohon) untuk melaksanakan
putusan arbitrase ini, dalam jangka
waktu maksimal 30 (tiga puluh) hari
terhitung sejak pembacaan putusan
perkara ini;
h. Menyatakan putusan arbitrase
dalam perkara ini adalah putusan
yang pertama dan terakhir serta
mengikat kedua belah pihak;
i. Memerintahkan kepada Sekretaris
Majelis untuk menyerahkan dan
mendaftarkan turunan resmi
putusan arbitrase ini di Kantor
Kepaniteraan Pengadilan Negeri
Bandung, atas biaya Pemohon dan
Termohon dalam tenggang waktu
sebagaimana ditetapkan Undang-
Undang Nomor: 30 Tahun 1999
tentang Arbitrase dan Alternatif
Penyelesaian Sengketa.


No
the Company
32 15/VII/ARB/BANI-Mdn/2019 Decision of the Indonesian National 1. Hampered Object of dispute: Apron and Overlay Taxiway in
Claims for Default between Arbitration Board (BANI) dated February construction of the Husein Sastranegara Airport Bandung.
PT Pharma Kasih Sentosa 22, 2020, with the following verdict: apron and overlay The value of the disputed object is
(Applicant) and PT Angkasa Pura 1. In Exception: Refuse the Respondent's taxiway Husein Rp1,218,634,787.00
II (Persero) (Respondent). Exception to the full; Sastranegara Airport,
2. In the main case Bandung
a. To grant the Petition of Arbitration 2. Aircraft traffic is
Petitioners in part; not optimal due to
b. Declaring Invalied and No Legal unfinished access
Strengths Respondent's letter dated
July 10, 2017 Number 14.09.08/
08/07/2017/006 with all its legal
consequences;
c. Declare that the Respondent has
committed the Default;
d. Punishes and instructs the
Respondent to pay the progress of
work carried out by the Petitioner
in the amount of Rp951,119,943.92
(nine hundred fifty one million one
hundred nineteen thousand nine
hundred forty-three point ninety-
two rupiahs;
e. Refuse the Petitioner's request for
the rest;
f. Determine the costs in the
settlement of this arbitration case
in the amount of Rp98,670,000.-
(Ninety eight million six hundred
seventy thousand rupiah) is charged
to the Petitioner and Respondent
in a balanced manner, namely
each half portion, namely each
Rp49,335,000 each (forty nine
million three hundred thirty-five
thousand rupiah);
g. Punishes and instructs the parties
(Petitioners and Respondents) to
carry out this arbitration award,
within a maximum period of 30
(thirty) days from the reading of this
case decision;
h. Declaring the arbitration award in
this case is the first and last decision
and binding on both parties;
i. Ordered the Secretary of the
Assembly to submit and register the
official derivative of this arbitration
award at the Registrar's Office
of the Bandung District Court, at
the expense of the Petitioner and
Respondent within the grace period
as stipulated in Law Number: 30 of
1999 concerning Arbitration and
Alternative Dispute Resolution.


No
the Company
Pidana | Criminal Case
1 118/PID.SUS-TPK/2019/ Proses persidangan di Pengadilan Negeri Tercemarnya nama baik

PN.JKT.PST Jakarta Pusat. perusahaan
Perkara dugaan tindak pidana The trial process in the Central Jakarta The trial process in the
korupsi yang dilakukan oleh District Court. Central Jakarta District
Tersangka Andra Yastrialsyah Court.
Agussalam selaku Direktur
Keuangan PT Angkasa Pura
II (Persero) yaitu penerimaan
hadiah atau uang dari Andi
Taswin Nur selaku perantara
pemberi terkait dengan
pengadaan pekerjaan Baggage
Handling System (BHS) pada PT.
Angkasa Pura Propertindo yang
dilaksanakan oleh PT. Industri
Telekomunikasi Indonesia
(Persero) Tahun 2019.
118/PID.SUS-TPK/2019/
PN.JKT.PST
The alleged corruption case
committed by Suspect Andra
Yastrialsyah Agussalam as the
Finance Director of PT Angkasa
Pura II (Persero), namely
the receipt of gifts or money
from Andi Taswin Nur as the
intermediary grantor related to
the procurement of the Baggage
Handling System (BHS) work at
PT. Angkasa Pura Propertindo
which is carried out by PT.
Indonesian Telecommunications
Industry (Persero) 2019.
Perkara yang Dihadapi Entitas Anak Cases Faced by Subsidiary

Hingga 31 Desember 2019, tidak terdapat perkara hukum As of December 31, 2019, there were no legal cases involving
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 2019, tidak terdapat perkara hukum yang In 2019, there were no legal cases involving the incumbent
melibatkan Dewan Komisaris yang sedang menjabat. Board of Commissioners.
Pada tahun 2019 terdapat perkara hukum yang melibatkan In 2019 there was a legal case involving the Board of Directors,
Direksi yakni Perkara dugaan tindak pidana korupsi yang namely the alleged corruption case committed by the suspect
dilakukan oleh Tersangka Andra Yastrialsyah Agussalam Andra Yastrialsyah Agussalam as the Finance Director of
selaku Direktur Keuangan PT Angkasa Pura II (Persero) PT Angkasa Pura II (Persero), namely the receipt of gifts or

yaitu penerimaan hadiah atau uang dari Andi Taswin Nur money from Andi Taswin Nur as the intermediary of the
selaku perantara pemberi terkait dengan pengadaan giver associated with the procurement of Baggage Handling
pekerjaan Baggage Handling System (BHS) pada PT Angkasa work System (BHS) at PT Angkasa Pura Propertindo which is
Pura Propertindo yang dilaksanakan oleh PT Industri carried out by PT Indonesian Telecommunications Industry
Telekomunikasi Indonesia (Persero) Tahun 2019. (Persero) 2019.
Sanksi Administrasi dari Regulator Administrative Sanctions from Regulators

Hingga 31 Desember 2019, tidak terdapat sanksi administrasi Until 31 December 2019, there were no administrative
yang diberikan kepada Perseroan oleh Regulator. sanctions imposed on the Company by the Regulator.
Akses Data dan Informasi Perseroan

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

kepentingan merupakan bagian penting dari perwujudan an important part of the realization of the principle of
prinsip transparansi informasi. Untuk itu Perseroan information transparency. For this reason, the Company
menyediakan akses informasi seluas-luasnya bagi para provides access to the widest possible information for
pemangku kepentingan dan investor melalui situs Perseroan stakeholders and investors through the Company's website
di www.angkasapura2.co.id. at www.angkasapura2.co.id.
Akses Data dan Informasi Perseroan disajikan dalam bentuk: Access to Company Data and Information is presented in the
Informasi pada website Perseroan. form of: Information on the Company's website
Perseroan telah menyajikan informasi pada website yang The Company has presented information on the website
meliputi: which includes:
1. Informasi pemegang saham sampai dengan pemilik 1. Shareholder information up to the individual final
akhir individu; owner;
2. Isi kode etik; 2. The code of ethics contents;
3. Infromasi RUPS yang terdiri dari mata acara, ringkasan 3. GMS information consisting of agenda items,
risalah RUPS, informasi tunggal pengumuman RUPS summary of GMS minutes, single information of
dan tanggal ringkasan RUPS diumumkan; GMS announcement and date of the GMS summary
announced;
4. Profil Dewan komisaris dan Direksi; 4. Profile of the Board of Commissioners and Board of
Directors;
5. Piagam Dewan Komisaris, Direksi, komite-komite dan 5. Board of Commissioners, Board of Directors,
unit audit internal. committees and internal audit units charter.

Siaran Pers Press Conference

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

Angkasa Pura II selalu memuat informasi yang perlu diketahui Angkasa Pura II always contains information that needs
oleh publik sebagai bentuk transparansi bagi para pemangku to be known by the public as a form of transparency for
kepentingan dalam surat kabar berperadaran nasional. stakeholders in national awareness newspapers.
Kontak Perusahaan Company Contact

Perseroan secara terbuka menyiapkan jalur komunikasi The Company has openly prepared a communication
dengan para pemangku kepentingan melalui email untuk channel with stakeholders via email to accommodate various
mengakomodir berbagai pertanyaan terkait Angkasa Pura II questions related to Angkasa Pura II by contacting:
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, 5505074 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
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 code Angkasa Pura II's Code of Conduct consists of: The
of conduct telah disesuaikan dengan perkembangan hukum, preparation of the code of conduct has been adjusted to
sosial, dan dinamika bisnis Angkasa Pura II. Code of Conduct the legal, social and business dynamics development of
yang berlaku untuk seluruh insan Angkasa Pura II terdiri atas: Angkasa Pura II. 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 insan The implementation of the code of conduct is applied
Perseroan mulai karyawan hingga manajemen Angkasa Pura to all employees of the company, from the employees to
II. Kandungan dari nilai-nilai Perseroan selalu disosialisasikan the management of Angkasa Pura II. The contents of the
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. Dokumen Compliance Statement. The Annual Compliance Statement
Pernyataan Kepatuhan Tahunan yang ditandatangani document signed is a condition for the continuation of the
merupakan salah satu syarat bagi kelanjutan masa bakti service life of Insan Angkasa Pura II at the Company.
Insan Angkasa Pura II di Perseroan.
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 terhadap of compliance with the implementation of the Company's
pelaksanaan kode etik Perseroan. 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 Company
dalam Peraturan Perusahaan terkait dengan Tingkatan Regulations relating to the Level of Violations, Sanctions for
Pelanggaran, Sanksi Pelanggaran dan Pihak yang berwenang Violations and the Authorized Party to execute sanctions.
mengeksekusi sanksi.
Jumlah Pelanggaran Kode Etik dan Sanksi yang Number of Code of Conduct Violations and
Diberikan Sanctions Awarded
Pada tahun 2019 tidak terdapat pelanggaran kode etik, In 2019 there were no violations of the code of ethics, so as a
sehingga dengan demikian tidak terdapat sanksi yang 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 menerapkan As a form of Angkasa Pura II's commitment in implementing
tata kelola perusahaan yang baik serta sebagai suatu good corporate governance and as a form of handling the
bentuk penanganan terhadap tindak penyimpangan Code deviation from the Code of Conduct, Angkasa Pura II applies
of Conduct maka Angkasa Pura II menerapkan mekanisme the Whistleblowing System (WBS) mechanism.
Whistleblowing System (WBS)
WBS merupakan mekanisme pelaporan pelanggaran yang WBS is a mechanism for reporting violations conducted
dilakukan secara rahasia oleh karyawan atau pimpinan in secret by employees or leaders of Angkasa Pura II.
Angkasa Pura II. Yang dimaksud pelanggaran dalam lingkup What is meant by violations within the scope of WBS are:
WBS adalah: penyimpangan dan kecurangan terkait dengan irregularities and fraud related to aspects set out in the
aspek yang diatur dalam Code of Conduct, Peraturan Code of Conduct, Company Regulations, legal compliance,
Perusahaan, kepatuhan hukum, Anggaran Dasar, perjanjian/ Articles of Association, agreements / contracts, Company
kontrak, kerahasiaan Perseroan, kebijakan tentang transaksi confidentiality, policies regarding conflict of interest
benturan kepentingan, dan kejadian penting lainnya yang transactions, and other relevant important events that
relevan yang dapat merugikan Perseroan maupun pemangku are relevant can be detrimental to the Company and its
kepentingan. Pelaporan ditujukan melalui suatu mekanisme stakeholders. Reporting is addressed through a standard
baku untuk selanjutnya diambil tindakan terhadap mechanism for further action taken against these violations.
pelanggaran tersebut.
Sosialisasi dan Evaluasi Whistleblowing System Whistleblowing System Socialization and 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 perbaikan continuous improvement in accordance with the Company's
berkelanjutan sesuai dengan perkembangan bisnis business development. This socialization was carried out in
Perseroan. Sosialisasi ini dilaksanakan bersamaan dengan conjunction with the socialization of the implementation
sosialisasi penerapan GCG. of GCG.
Jaminan Perlindungan Pelapor Reporting Protection Guarantee

Untuk melindungi pelapor, Perseroan memiliki komitmen To protect whistleblowers, the Company is committed to
dengan menyediakan fasilitas saluran pelaporan (telepon, providing reporting facilities (telephone, letter, e-mail) that
surat, email) yang independen, bebas, dan rahasia bagi are independent, free and confidential for whistleblowers,
pelapor, agar terlaksana proses pelaporan yang aman. so that a safe reporting process is carried out. In addition,
Selain itu, WBS juga menjaga kerahasiaan identitas pelapor WBS also maintains the confidentiality of the reporter's
dengan tujuan memberikan perlindungan kepada pelapor identity with the aim of providing protection to the reporter
dan anggota keluarga atas tindakan balasan dari terlapor and family members for retaliation from the reported party
atau organisasi. Informasi pelaksanaan tindak lanjut laporan or organization. Information on the implementation of
akan disampaikan secara rahasia kepada pelapor yang the report follow-up will be delivered confidentially to the
identitasnya lengkap. reporter whose identity is complete.

Penanganan Pengaduan The handling of complaints

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

Dalam menilai kelayakan isi laporan pelanggaran, Tim Verifikasi In assessing the appropriateness of the violation report
mengupayakan perolehan bukti dengan cara berkomunikasi contents, the Verification Team seeks to obtain evidence by
dengan pelapor, dapat melalui chat pada sistem WBS maupun communicating with the whistleblower, through chat on the
media lainnya (telepon dan surat tertutup). WBS system and other media (telephone and sealed letters).
Jumlah Pelaporan Pelanggaran yang Masuk Number of Incoming Violation Reports

Hingga 31 Desember 2019, terdapat 3 (tiga) laporan dugaan As of December 31, 2019, there were 3 (three) reports of
pelanggaran yang masuk sebagai berikut: alleged violations that entered as follow:
Tanggal Media Laporan Kesimpulan Hasil Verifikasi Alat Bukti

No
Date Report Media Conclusion of Verification Results Evidence
1 21 Februari 2019 Website Kasus belum diproses, karena belum ada alat bukti Tidak Ada
February 21, 2019 Case has not been processed, because there is no evidence Not Available
2 1 Juni 2019 Website Alat bukti cukup, diperlukan pemeriksaan khusus Ada
June 1, 2019 Sufficient evidence, special inspection is required Available
3 7 Oktober 2019 Website Kasus belum diproses, karena belum ada alat bukti Tidak Ada
October 7, 2019 Case has not been processed, because there is no evidence Not Available

Kebijakan Keberagaman Komposisi Dewan Komisaris

dan Direksi
Diverse Composition Policy of Board of Commissioners and
Board of Directors
Kebijakan Keberagaman Komposisi Diverse Composition Policy of the Board of

Dewan Komisaris Commissioners
Komposisi Dewan Komisaris yang ditunjuk memiliki The selected composition of the Board of Commissioners has
keberagaman komposisi, baik dari sisi usia, pengalaman a diverse composition, such as from age, work experience and
pekerjaan serta latar belakang pendidikan. study background.
Nama Jabatan Usia (Tahun) Jenis Kelamin Pendidikan

Name Jabatan Age (Years) Gender Educational Background
Iswan Elmi PH Komisaris Utama 59 Laki-laki Diploma III Accounting from State Accounting College (1981),
PH President Male Diploma IV Accounting from State Accounting College (1987),
Commissioner and obtained his Master in Accounting Science from University
of Missouri, Amerika Serikat (1991).
Diploma III Accounting from State Accounting College (1981),
Diploma IV Accounting from State Accounting College (1987),
and obtained his Master in Accounting Science from the
University of Missouri, United States (1991).
M. Harpin Komisaris 54 Laki-laki Pendidikan militer AKABRI Bagian Udara (1981), SESKOAU
Ondeh Commissioner Male (1995), dan SESKO TNI (2005), S1 Hukum STHI Gorontalo (2009).
Air Force Military Academy Military Education (1981), SESKOAU
(1995), and SESKO TNI (2005), S1 Law STHI Gorontalo (2009).
Mohamad Komisaris 56 Laki-laki Sarjana (S1) Teknik Sipil di Institut Teknologi Sepuluh
Pramintohadi Commissioner Male Nopember, Surabaya
Sukarno Bachelor (S1) in Civil Engineering at Institut Teknologi Sepuluh
Nopember, Surabaya
Andus Winarno Komisaris 48 Laki-laki S1 di Universitas Merdeka, Malang (1994), dan menyelesaikan
Commissioner Male Magister Hukum di Universitas Indonesia (2012, Jakarta)
S1 at Merdeka University, Malang (1994), and completed his
Masters of Law at the University of Indonesia (2012, Jakarta)
Dodi Iskandar Komisaris 59 Laki-laki Diploma IV Akuntansi-STAN (1990), dan pendidikan S2 di

Commissioner Male University of Colorado, Amerika Serikat (1994).
Diploma IV in Accounting-STAN (1990), and Masters education at
the University of Colorado, USA (1994).
Kebijakan Keberagaman Komposisi Direksi Diverse Composition of Board of Directors Policy

Keberagaman komposisi Direksi telah memberikan The diverse composition of the Board of Directors has
kontribusi positif terhadap pelaksanaan fungsi pengelolaan brought a positive contribution on the implementation of
dan pengurusan Perseroan yang mendukung pencapaian management and stewardship function of the Company
kinerja Perseroan secara keseluruhan. Selain itu, underpinning the achievement as a whole. Besides, the

keberagaman usia anggota Direksi yang masih pada usia diverse ages of members of the Board of Directors who are still
produktif membuat kinerja Perseroan menjadi lebih dinamis. in productive period have possessed a much more dynamic
Keberagaman Komposisi Direksi sebagai berikut: performance in the Company. Such diverse composition of
the Board of Directors as following:

Name Position Age (Years) Gender Educational Background
Muhammad Presiden Direktur 51 Laki-laki Sarjana Teknik Elektro dari Universitas Sriwijaya (1990),
Awaluddin President Director Male Master of Business Administration dari European
University Antwerp Belgium (1998), dan S3 Doktor Ilmu
Manajemen dari Universitas Padjadjaran (2016)
Bachelor of Electrical Engineering from Sriwijaya
University (1990), Master of Business Administration
from European University Antwerp Belgium (1998), and
Doctoral Degree in Management Science from Padjadjaran
University (2016)
Edwin Hidayat Wakil Direktur Utama 48 Laki-laki S-1 Visiting student at Department of Economics, Faculty
Vice Director Male of Arts, McGill University, Canada
Fakultas Ekonomi Jurusan Ilmu Ekonomi, Universitas
Gadjah Mada (1995)
S-1 Visiting student at the Department of Economics,
Faculty of Arts, McGill University, Canada
Faculty of Economics Department of Economics, Gadjah
Mada University (1995)
Bayu Direktur Keuangan 48 Laki-laki S-1 Bachelor of Engineering in Mining Engineering.

Rafisukmawan Director of Finance Male Institute of Technology Bandung (ITB)
S-2 Double Masters Degree, MBA in Finance, and M.Sc
in Computer & Information Sciences. Cleveland State
University, USA
S-1 Bachelor of Engineering in Mining Engineering.
Institute of Technology Bandung (ITB)
S-2 double masters degree, MBA in Finance, and M.Sc
in Computer & Information Sciences. Cleveland State
University, USA
Ajar Setiadi Direktur Human Capital 52 Laki-laki S1 - Fisika Nuklir, Universitas Gajah Mada, Yogjakarta
Human Capital Director Male (1992)
S2 - Ekonomi Pembangunan Universitas Gadjah Mada,
Jakarta (2013)
S1 - Fisika Nuklir, Universitas Gajah Mada- Yogjakarta
(1992)
S2 - Ekonomi Pembangunan Universitas Gajah Mada-
Jakarta (2013)


Name Position Age (Years) Gender Educational Background
Armand Direktur Transformasi dan 51 Laki-laki Bachelor in Accounting, Padjadjaran University-Indonesia

Hermawan Portfolio Strategis Male (1991)
Director of Transformation Master of Commerce & Management in Financial
and Strategic Portfolio Econometrics, Faculty of Economics and Commerce
(Scholarship from ColomboPlan) University of Lincoln-New
Zealand (1999)
Ph.D in Financial Management, Faculty of Business and
Law (Scholarship from University of Newcastle and PT
Indosat)-Australia (2002)
Bachelor in Accounting, Padjadjaran University-Indonesia
(1991)
Master of Commerce & Management in Financial
Econometrics, Faculty of Economics and Commerce
(Scholarship from ColomboPlan) University of Lincoln-New
Zealand (1999)
Ph.D in Financial Management, Faculty of Business and
Law (Scholarship from University of Newcastle and PT
Indosat)-Australia (2002)
Djoko Direktur Teknik 63 Laki-laki S-1 Jurusan Teknik Sipil Transportasi Fakultas Teknik
Murjatmodjo Technical Director Male Universitas Gadjah Mada
S-1 Jurusan Teknik Sipil Transportasi Fakultas Teknik
Universitas Gadjah Mada
Daan Achmad Direktur Komersial 60 Laki-laki S-2 Joint Program, University of Indonesia and
Director of Commercial Male Massachusetts Institute Magistrate Management-Jakarta
S-2 Joint Program, University of Indonesia and
Massachusetts Institute Magistrate Management-Jakarta
Ituk Herarindri Direktur Operasi & Pelayanan 54 Perempuan S-1 Fakultas Ekonomi Universitas Surabaya
Director of Operations & Female S-1 Fakultas Ekonomi Universitas Surabaya
Services

TANGGUNG
JAWAB SOSIAL
PERUSAHAAN

07

Angkasa Pura II menyakini implementasi Corporate

Social Responsibility (CSR) dalam jangka panjang
akan memberikan banyak manfaat bagi Perseroan,
terutama terhadap tumbuhnya kepercayaan, terciptanya
keharmonisan dan meningkatkan reputasi yang pada
akhirnya memiliki implikasi pada penciptaan nilai tambah
yang mendorong kelancaran kestabilan dan pertumbuhan
usaha Perseroan.
Angkasa Pura II believes that the implementation of CSR in the long

term will provide many benefits for the Company, especially for growing
trust, creating harmony and enchancing reputation which ultimately
has implications for the creation of added value that encourages the
smoothness, stability and growth of the Company’s business.
Corporate Social Responsibility yang Terkait

Tata Kelola Tanggung Jawab Sosial
Corporate Sosial Responsibility Related to Social
Responsibility Governance
Komitmen pada Tanggung Jawab Sosial Commitment to Social Responsbility

Angkasa Pura II berkomitmen untuk terus menjaga Angkasa Pura II is committed to continue maintaining
keberlanjutan lingkungan dan kesejahteraan sosial sebagai environmental sustainability and social welfare as a form of
bentuk tanggung jawab sosial perusahaan. Perseroan Corporate Social Responsibility. The Company realizes that
menyadari bahwa keseimbangan antara People, Profit, dan the balance between People, Profit, and Planet or the Triple
Planet atau konsep Triple Bottom Line merupakan salah satu Bottom Line concept is one of the keys that supports the
kunci yang mendukung keberlangsungan Perseroan. Company’s sustainability.
Melalui keberadaannya, Perseroan berupaya untuk terus Through its existence, the Company seeks to continue to have
memberikan dampak positif bagi masyarakat Indonesia a positive impact on the Indonesian people both directly and
baik secara langsung maupun tidak langsung. Melalui indirectly. Through the implementation of CSR carried out

pelaksanaan CSR yang dilaksanakan oleh Perseroan, by the Company, it is hoped that it can support to maintain
diharapkan dapat mendukung terjaganya keseimbangan environmental and social balance, which has an impact on
lingkungan dan sosial, yang berdampak pada tumbuhnya growing trust and increasing the Company’s reputation in the
kepercayaan dan meningkatnya reputasi Perseroan di mata eyes of the public and stakeholders.
masyarakat dan para pemangku kepentingan.
Perseroan memiliki tujuan untuk melaksanakan, menunjang The Company has the objectives to implement, support the
kebijaksanaan dan Program Pemerintah di bidang ekonomi Government policies and programs in the field of economy
dan pembangunan serta untuk memupuk keuntungan bagi and development as well as to foster profits for the Company
Perseroan dengan menjalankan usaha kebandarudaraan by running airport service business in the broadest sense and
dalam arti seluas-luasanya dan usaha lain yang memiliki other businesses that are related to the business, as stated in
keterkaitan dengan usaha tersebut, hal ini sebagaimana article 3 of the Company’s Articles of Association.
tercantum dalam Pasal 3 Anggaran Dasar Perseroan.
Selain melaksanakan aktivitas operasional usahanya, PT In addition to carrying out business operations, PT Angkasa
Angkasa Pura II (Persero) juga melaksanakan tanggung jawab Pura II (Persero) also implements Social and Environmental
sosial dan lingkungan (TJSL). Tahun 1991 PT Angkasa Pura II Responsibility (TSJL). In 1991, PT Angkasa Pura II (Persero)
(Persero) mulai melaksanakan kegiatan Program Kemitraan started to implement the Partnership and Community
dan Bina Lingkungan, yang pada saat itu kegiatannya Development Program which at that time was called PUKK.
bernama PUKK. Adapun dasar hukum pelaksanaan PKBL PT Angkasa Pura II (Persero) implements PKBL based on the
oleh PT Angkasa Pura II (Persero), sebagai berikut: following legal basis:
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/D5.MBU/2012 4. Ministry of SOEs Letter No: S-19/D5.MBU/2012 dated
Tanggal 03 Maret 2012 Tentang Format Laporan March 3, 2012 on Annual Report Format.
Tahunan.
5. Surat Edaran Menteri Negara BUMN Nomor: SE-02/ 5. State Minister of SOEs Circular Letter No: SE-02/MBU/
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
Perubahan Atas Peraturan Menteri Negara BUMN Minister of SOEs Regulation No: PER-05/MBU/2007
Nomor: PER-05/MBU/2007 tanggal 27 April 2007 dated April 27, 2007 on Partnership and Community
tentang Program Kemitraan dan Bina Lingkungan. Development 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 Bina with Small Enterprises and Community Development
Lingkungan. Program.
MBU/07/2015 Tanggal 03 Juli 2015 tentang Program dated July 3, 2015 on SOEs Partnership Program with
Kemitraan BUMN Dengan Usaha Kecil dan Program Bina Small Enterprises and Community Development
Lingkungan. Program.
MBU/12/2016 Tanggal 16 Desember 2016 tentang dated December 16, 2016 on the Amendment to the
Perubahan atas Peraturan Menteri Badan Usaha Milik Minister of SOEs Regulation No. PER-09/MBU/07/2015
Negara No. PER-09/MBU/07/2015 tentang Program on Partnership Program and Community Development
Kemitraan dan Program bina Lingkungan Badan Usaha Program of State-Owned Enterprises.
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 Negara of SOEs Regulation No. PER-09/MBU/07/2015 on
No. PER-09/MBU/07/2015 tentang Program Kemitraan Partnership Program and Community Development
dan Program bina Lingkungan Badan Usaha Milik Program of State-Owned Enterprises.
Negara.
Metode dan Lingkup Due Diligent Terhadap Method and Scope of Due Diligence on Social,
Dampak Sosial, Ekonomi dan Lingkungan dari Economic, and Environmental Impacts from the
Aktivitas Perseroan Company’s Activities
PT Angkasa Pura II (Persero) melaksanakan tanggung PT Angkasa Pura II (Persero) implements social responsibility
jawab sosial melalui pengelolaan Program Kemitraan dan through the management of the Partnership and Community
Bina Lingkungan. Unit kerja yang bertanggung jawab atas Development Program. The work unit responsible for
pengelolaan tersebut adalah Unit PKBL yang secara struktur management is the PKBL Unit which is structurally under
berada di bawah pengawasan Direksi. Sesuai dengan tugas the supervision of the Board of Directors. In accordance
pokok dan fungsinya, Unit PKBL memiliki tanggung jawab with their main duties and functions, the PKBL Unit has the
untuk menentukan methoda dan lingkup due diligence responsibility to determine the methods and scope of due
terhadap dampak sosial, ekonomi dan lingkungan. Hal ini diligence on social, economic and environmental impacts.
sebagaimana mengacu pada peraturan Menteri BUMN Nomor: This is as referred to Minister of SOEs Decree No: PER-02/
PER-02/MBU/7/2017 Tanggal 05 Juli 2017 tentang Perubahan MBU/7/2017 dated July 5, 2017 on Second Amandment to
Kedua atas Peraturan Menteri Badan Usaha Milik Negara the Minister of SOEs Regulation No. PER-09/MBU/07/2015 on
No. PER-09/MBU/07/2015 tentang Program Kemitraan dan Partnership Program and Community Development Program
Program Bina Lingkungan Badan Usaha Milik Negara. Adapun of State-Owned Enterprises. The scope of work of the PKBL
lingkup kerja unit PKBL mencakup antara lain: Unit among others:
1. pelaksanaan fungsi pembinaan yaitu evaluasi, 1. Implement the function of coaching, namely
penyaluran penagihan, pelatihan, monitoring, evaluation, distribution, billing, training, monitoring,
promosi dan lainnya termasuk fungsi administrasi promotion and others including administrative and
dan keuangan. financial functions.
2. Bagi unit kerja PKBL kantor pusat melakukan 2. 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
mempertimbangkan kondisi Perseroan, sedangkan unit the condition of the Company, while the PKBL
kerja PKBL kantor cabang/perwakilan menyesuaikan work unit of branch offices/representatives adjusts
sesuai dengan kebutuhan PKBL di wilayah kerjanya. according to the PKBL needs in its working area.

3. Bertanggung jawab secara langsung kepada Direksi 3. Responsible directly to the Company’s Board of
Perseroan, sebagaimana telah ditetapkan dalam rapat Directors, as determined in the Board of Directors
Direksi. Bagi karyawan yang ditunjuk untuk menangani meetings. For employees who are appointed to handle
unit PKBL, hak dan kewajibannya sama dengan the PKBL unit, their rights and obligations are the same
karyawan lainnya yang berada di BUMN Pembina. as for other employees who are in the fostering SOEs.
Dalam melaksanakan program CSR, Unit PKBL bekerja In implementing CSR programs, the PKBL Unit cooperates
sama dengan beberapa pihak di luar Perseroan, antara lain with several parties outside the Company, including
Akademik, instansi pemerintah, lembaga kemanusiaan Academics, government agencies, national humanitarian
nasional, dan lembaga sosial local. Adapun pelaksanaannya agencies, and local social institutions. The implementation
dilakukan sesuai kebutuhan, dengan tetap memperhatikan is carried out as needed, while still taking into account the
efisiensi dan efektivitas program. Dalam hal terkait aspek efficiency and effectiveness of the program. In matters
ketenagakerjaan dan tanggung jawab terhadap konsumen, relating to aspects of employment and responsibility to
koordinasi dilakukan oleh unit SDM dan divisi terkait lainnya. consumers, coordination is carried out by the HR unit and
other related divisions.
Stakeholder Penting yang Terdampak atau Key Stakeholders Who Are Affected or
Berpengaruh dan Isu-Isu Penting pada Dampak Influential and Important Issues on the Impact
dari Kegiatan. from the Activities.
Sebagai Perseroan yang bergerak untuk kepentingan publik, As a Company engaged in the public interest, a positive
diperlukan adanya hubungan yang positif antara Perseroan relationship between the Company and its stakeholders is
dengan para pemangku kepentingan. Hubungan positif needed. This positive relationship can be realized one of them
ini dapat diwujudkan salah satunya dengan melakukan by managing resources optimally and efficiently. Angkasa
pengelolaan sumber daya secara optimal dan efisien. Pura II believes that through interaction and good relations
Angkasa Pura II meyakini, bahwa melalui interaksi dan with stakeholders, will be able to drive the Company’s success
hubungan baik dengan pemangku kepentingan, akan dapat in achieving its vision and mission.
mendorong keberhasilan Perseroan dalam mencapai visi
dan misi.
Adapun Pemangku Kepentingan dan isu-isu penting yang The Stakeholders and important issues that can be affected
dapat terdampak dari aktivitas Perseroan: by the Company’s activities:
Pemangku Kepentingan Basis Identifikasi Pendekatan Hubungan Isu-Isu Penting

Stakeholders Identification Base Relationship Approach Important Issues
Pelanggan (Penumpang, Ketergantungan dan 1. Survei customer satisfaction index 1. Memberikan layanan dengan kualitas
Maskapai Penerbangan, Tenant kerjasama 2. Layanan Call Centre yang melebihi harapan pelanggan dan
Bandara, Perseroan Ekspedisi) Dependency and 3. Coffee morning meningkatkan nilai bagi pelanggan
Customers (Passengers, Cooperation 4. Forum Group Discussion 2. Akses informasi
Airlines, Airport Tenants, 1. Customer Statisfaction Index Survey 1. Provide quality service that exceed
Expedition Companies) 2. Call Center Services customers expectations and increase
3. Morning Coffee value for customers
4. Forum Group Discussion 2. Access to Information
Karyawan Ketergantungan 1. Remunerasi 1. Kesetaraan dan perlakuan yang adil

Employees Dependency 2. Reward & Punishment 2. Tidak berlaku diskriminasi
3. Family Gathering 3. Menjamin keamanan, kesehatan, dan
4. Employee Gathering keselamatan kerja
5. Working Group 4. Memberikan hak-hak sesuai ketentuan
yang berlaku

Pemangku Kepentingan Basis Identifikasi Pendekatan Hubungan Isu-Isu Penting

Stakeholders Identification Base Relationship Approach Important Issues
1. Remuneration 1. Equality and fair treatment

2. Reward & Punishment 2. No discrimination applies
3. Family Gathering 3. Ensure Occupational security, health
4. Employee Gathering and safety
5. Working Group 4. Granting rights in accordance with
applicable provisions
Masyarakat Pengaruh, 1. Program kemitraan 1. Menjalin hubungan yang serasi dan

Community Tanggung jawab 2. Program bina lingkungan harmonis dengan masyarakat sekitar
Influence, 1. Partnership Program wilayah operasi
Responsbility 2. Community Development Program 2. Pemberdayaan potensi masyarakat
dengan memberi sustainable value
1. Establish harmonious relations with
the community around the operating
area
2. Empowerment of community potential
by providing sustainable value
Lingkungan Tanggung jawab 1. Penanaman pohon (penghijauan) 1. Berperan aktif dalam mengurangi
Environment Responsibility 2. Pembinaan pelestarian lingkungan dampak operasional Perseroan
3. Konservasi Satwa terhadap kerusakan lingkungan
1. Planting Trees (greening) 2. Berperan aktif dalam kegiatan
2. Development of environmental pelestarian lingkungan
preservation 1. Take an active role in reducing the
3. Animal conservation Company’s operational impact on
environmental damage
2. Take an active role in environmental
conservation activities
Lingkup Tanggung Jawab Sosial Perseroan The Scope of Corporate Social Responsibility Both
Baik yang Merupakan Kewajiban Maupun yang as Obligations and Exceeding Obligations
Melebihi Kewajiban
Angkasa Pura II secara rutin setiap tahunnya melaksanakan Angkasa Pura II regularly every year carries out Partnership
Program Kemitraan, Program Bina Lingkungan dan Kegiatan Program, Community Development Program and CSR
CSR sebagai bentuk tanggung jawab sosial Perseroan. Dalam activities as form of Corporate Social Responsibility of the
hal program kemitraan, Perseroan menetapkan 8 (delapan) Company. In the case of a partnership program, the Company
bidang/sektor usaha yang dapat memperoleh bantuan dari determines 8 (eight) business fields/sectors that can obtain
Perseroan, bidang/sektor usaha tersebut yaitu: assistance from the Company, business fields/sectors, namely:
1. Perdagangan 1. Trading
2. Industri 2. Industry
3. Pertanian 3. Agriculture
4. Perkebunan 4. Plantation
5. Perikanan 5. Fishery
6. Peternakan 6. Farm
7. Jasa 7. Services
8. Lainnya 8. Others
Sedangkan dalam Program Bina Lingkungan, Perseroan Whereas in the Community Development Program, the
memberikan bantuan dalam bentuk sebagai berikut: Company provides assistance in the following forms:
1. Bantuan bagi korban bencana alam 1. Aid to Natural Disaster Victims
2. Sarana Ibadah 2. Place of Worship
3. Sarana Pendidikan 3. Education Facility

4. Sarana Kesehatan 4. Health Facility

5. Sarana Umum 5. Public Facilities
6. Pelestarian alam 6. Nature Conservation
7. Sosial Kemasyarakatan dalam rangka 7. Communitty socialization in the context of poverty
pengentasan kemiskinan. alleviation
Terdapat 17 (tujuh belas) wilayah di Indonesia yang menjadi There are 17 (seventeen) regions in Indonesia that are the
tujuan pelaksanaan program kemitraan dan bina lingkungan objectives of the Angkasa Pura II partnership and community
Angkasa Pura II, wilayah-wilayah tersebut antara lain: Aceh, development program, these areas include: Aceh, North
Sumatera Utara, Riau, Sumatera Barat, Kepulauan Riau/Kepri, Sumatra, Riau, West Sumatra, Riau Island/Kepri, Jambi, South
Jambi, Sumatera Selatan, Kepulauan Bangka Belitung, DKI Sumatra, Bangka Belitung Island, DKI Jakarta, West Java,
Jakarta, Jawa Barat, Banten, Kalimantan Barat, Bali, Jawa Banten, West Kalimantan, Bali, Central Java, DI Yogyakarta,
Tengah, D.I. Yogyakarta, Maluku, dan Jawa Timur. Sedangkan Maluku and East Java. As for CSR programs, includes religious
untuk program CSR, mencakup kegiatan keagamaan dan activities and national activities.
kegiatan nasional.
Strategi dan Program Kerja Perseroan dalam Menangani Corporate Strategies and Work Programs in Handling
Isu-Isu Sosial, Ekonomi, dan Lingkungan Social, Economic, and Environmental Issues
Terdapat 3 (tiga) prinsip yang menjadi dasar dalam There are 3 (three) principles that form the basis for
melaksanakan program kemitraan, bina lingkungan dan implementing partnership programs, community
kegiatan CSR. Prinsip-prinsip tersebut, yaitu: development and CSR activities. These principles, namely:
1. Proximity 1. Proximity
Posisi kegiatan bisnis Perseroan dengan program CSR, The position of the Company’s business activities with
memiliki kedekatan wilayah. the CSR program has a regional proximity.
2. Relevance 2. Relevance
Kegiatan CSR yang dilaksanakan relevan dengan bisnis CSR activities carried out are relevant to the
Perseroan serta dapat menjadi upaya mitigasi risiko Company’s business and can be an effort to mitigate
terhadap aktivitas Perseroan yang berdampak pada risks to the Company’s activities that have an impact
lingkungan dan sosial, disamping itu kegiatan tersebut environmentally and socially, besides that these
dapat meningkatkan brand awareness. activities can increase brand awareness.
3. Magnitude 3. Magnitude
Program CSR yang dilaksanakan dapat memberikan The implemented CSR program can provide maximum
manfaat yang sebesar-besarnya oleh pihak yang benefits by the beneficiaries of the CSR program.
menerima program CSR.
Program yang Melebihi Tanggung Jawab Minimal Programs that Exceed the Minimum Responsibilities of
Perseroan yang Relevan dengan Bisnis yang Dijalankan the Company that are Relevant to the Business
Program Tanggung Jawab Sosial dan Lingkungan (TJSL) The Social and Environmental Responsibility Program (TJSL)
yang dilaksanakan oleh Perseroan, mengacu pada implemented by the Company, refers to Minister of SOEs
Peraturan Menteri Badan Usaha Milik Negara Nomor: Regulation No: PER-02/MBU/7/2017 dated July 5, 2017 on
PER-02/MBU/7/2017 Tanggal 05 Juli 2017 tentang Perubahan Second Amendment to the Minister of SOEs Regulation No:
Kedua atas Peraturan Menteri Badan Usaha Milik Negara PER-09/MBU/07/2015. The social responsibility program
Nomor: PER-09/MBU/07/2015 tentang Program Kemitraan implemented by the Company includes 2 (two), namely:
dan Program bina Lingkungan Badan Usaha Milik Negara.
Adapun program tanggung jawab sosial yang dilaksanakan
oleh Perseroan, mencakup 2 (dua) yaitu:
1. Program Kemitraan 1. Partnership Program
2. Program Bina Lingkungan, meliputi: 2. Community Development Program, covering:

a. Bantuan Sarana Pendidikan dan Pelatihan a. Education and Training Facilities Assistance
• Bahan material Sekolah dan kampus • School and campus material
• Pemberian beasiswa • Scholarships
• Pelatihan kursus Bahasa Inggris dan komputer • Training in English and computer courses
• Bantuan Komputer • Computer assistance
• Pembangunan Learning Center FEB UGM • Development of FEB UGM Yogyakarta Learning
Yogyakarta Center
• Pelatihan pembuatan handycraft dalam rangka • Training in making handycraft in context of
peningkatan kemandirian ekonomi increasing economic independence
• Pengadaan buku literasi islam • Procurement of Islamic literacy books
• Pengadaan taman bacaan di sekitar Bandara • Procurement of reading parks around Soekarno-
Soekarno-Hatta Hatta Airport
• Pelatihan paxx & baggage service dan sertifikasi • Paxx & baggage service training and certification
yang bekerja sama dengan PT Gapura Angkasa in collaboration with PT. Gapura Angkasa
b. Bantuan Kesehatan b. Health Assistance
• Pemberian kursi roda • Provision of wheelchair
• Bantuan motor ambulance • Ambulance motorcycle assistance
• Bantuan alat bantu dengar • Hearing aid assistance
• Khitanan massal • Mass circumcision
• Pengobatan gratis • Free treatment
• Pemberian Kacamata Baca Gratis • Provision of free reading glasses
• Pengadaan sepeda motor pengantar darah • Procurement of blood delivery motorcycle
c. Bantuan Pengentasan Kemiskinan c. Poverty Alleviation Assistance
• Santunan anak yatim • Compensation for orphans
• Paket sembako gratis dan murah • Free and cheap basic food packages
• Bantuan bingkisan perlengkapan sekolah • Assistance of school supplies gift
• Renovasi rumah layak huni • Renovation for habitable homes
• Bedah rumah tidak layak huni • Renovation for uninhabitable homes
d. Bantuan Bencana Alam d. Natural Disaster Assistance
• Bahan material rumah • Home material
• Bantuan tenda komando • Command tent assistance
• Bantuan pakaian, celana dan selimut, tikar, • Assistance for clothing, pants and blankets, mats,
jas hujan dan makanan raincoats and food
e. Bantuan Sarana Umum e. Public Facilities Assistance
• Bahan material untuk pembangunan jalan • Material for road construction
• Pembangunan balkondes (balai ekonomi desa) • Construction of village economic centers
• Motor sampah • Garbage motorcycles
• Pembuatan sumur bor • Making of drill wells
• Bus sekolah • School bus
• Gerobak baca • Read carts
f. Bantuan Sarana Ibadah f. Worship Facility Assistance
• Bahan material Gereja • Church material
• Bantuan Kubah • Dome assistance

g. Bantuan Pelestarian Alam g. Nature Conservation Assistance

• Bantuan 700 bibit pohon produktif di kabupaten • Assistance of 700 productive tree seedlings in
Bangka Tengah. Central Bangka district.
• Pembuatan ekowisata di Kecamatan Blang • Making ecotourism in Blang Bintang sub-district,
Bintang Kab. Aceh Besar. Aceh Besar Districs.
3. Kegiatan CSR 3. CSR Activities
Pembiayaan dan Anggaran Tanggung Jawab Sosial Social Responsibility Financing and Budget
Angkasa Pura II setiap tahunnya selalu menyusun rencana Angkasa Pura II annually compiles work plans and allocates
kerja dan melakukan pengalokasian anggaran program budgets for partnership programs, community development,
kemitraan, bina lingkungan, dan kegiatan CSR. Anggaran and CSR activities. The budget prepared by the Company,
yang disiapkan oleh Perseroan, berasal dari: came from:
1. Penyisihan laba bersih setelah pajak dan/atau 1. Allowance for net profit after tax and/or budget
anggaran yang diperhitungkan sebagai biaya pada calculated as cost to the Company stipulated by the
BUMN yang ditetapkan Rapat Umum Pemegang Saham General Meeting of Shareholders (“GMS”)/Minister
(“RUPS”)/Menteri dalam pengesahan Laporan Tahunan in ratifying the Annual Report of Fostering SOEs
BUMN 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
dana Program Kemitraan dan Program BL yang services from the funds issued for the Partnership
ditempatkan; dan Program and Community Development Program; and
4. Sumber lain yang sah. 4. Another legitimate sources.
Selama tahun 2019, Angkasa Pura II telah melaksanakan In 2019, Angkasa Pura II has implemented the partnership,
program kemitraan, bina lingkungan, dan CSR, dengan community development, and CSR programs with details
rincian sebagai berikut: as follows:
Tabel Dana PKBL dan CSR (dalam miliar Rupiah)

Table PKBL and CSR Funds (in Billion Rupiah)
Dana Program Kemitraan Program Bina Lingkungan Kegiatan CSR

Funds Partnership Program Development Program CSR Activities
Anggaran | Budget 54,33 31,91 6,03
Penggunaan | Usage 46,26 31,76 5,51
Penyerapan | Absorption 87% 94% 91%

Corporate Social Responsibility Terkait Core

Subject Hak Asasi Manusia
Corporate Social Responsibility Related to Core Subject
of Human Rights
Komitmen dan Kebijakan Commitment and Policy

Perseroan meyakini bahwa, Sumber Daya Manusia The Company believes that, Human Resources is very
merupakan hal yang sangat penting dalam mendukung important in supporting the achievement of the Company.
pencapaian Perseroan. Oleh karena itu, Perseroan selalu Therefore, the Company is always committed to provide
berkomitmen untuk memberikan perlindungan terhadap Hak protection for human rights in the Company, especially those
Asasi Manusia di Perseroan, khususnya yang terdampak dari affected by the Company’s activities. By implementation,
aktivitas Perseroan. Secara implementasi, Angkasa Pura II Angkasa Pura II is consistent in complying with and
konsisten untuk mematuhi dan menerapkan setiap peraturan implementing every applicable regulation and policy, relating
maupun kebijakan yang berlaku, berkaitan dengan tanggung to corporate social responsibility in terms of human rights,
jawab sosial Perseroan dalam hal Hak Asasi Manusia, salah one of which is to apply ISO 26000.
satunya adalah dengan menerapkan ISO 26000.
Selain itu, dalam hal pengelolaan sumber daya manusia, In addition, in terms of human resources management, the
Perseroan juga tunduk dan patuh terhadap peraturan Company is also subject to and comply with labor regulations.
ketenagakerjaan. Tanggung jawab sosial Perseroan terkait This corporate social responsibility related to Human Rights
Hak Asasi Manusia ini dilaksanakan oleh Perseroan, sebagai is carried out by the Company, as a form of appreciation by
wujud penghargaan dengan menempatkan manusia sesuai placing human beings in accordance with their rights as
dengan haknya sebagai manusia seutuhnya. whole human beings.
Adapun komitmen Perseroan terhadap perlindungan Hak The Company’s commitment on the human rights protection
Asasi Manusia diwujudkan dalam bentuk sebagai berikut: is manifested in the following forms:
1. Tanggung jawab berkaitan dengan risiko yang berasal 1. Responsibility related to possible risks from the
dari situasi organisasi, yang berdampak pada Hak Asasi organizational situation, which have an impact on
Manusia. Human Rights.
2. Menyelesaikan keluhan-keluhan yang berkaitan 2. Complaints resolution relating to Human Rights felt by
dengan Hak Asasi Manusia yang dirasakan oleh stakeholders.
pemangku kepentingan.
3. Antisipasi terhadap hal-hal yang bersifat diskriminatif, 3. Anticipation of discriminative matters and vulnerable
dan penanganan kelompok-kelompok rentan groups.
(Discrimination & vulnerable groups).
4. Penghormatan terhadap hak-hak sipil dan politik yang 4. Respect on civil and political rights owned by each
dimiliki oleh masing-masing individu (Civil & Political individual.
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.

Corporate Social Responsibility Terkait Core

Subject Operasi yang Adil
Corporate Social Responsibility Related to Core Subject
of Fair Operations

Guna memberikan perlakuan yang adil bagi seluruh In order to provide fair treatment for all employees, Angkasa
karyawan, Angkasa Pura II secara konsisten melakukan Pura II consistently develops and improves all policies
pengembangan dan penyempurnaan pada setiap kebijakan that apply in the Company. Through the realization of fair
yang berlaku di Perseroan. Melalui perwujudan perlakuan treatment, it is hoped that the Company and employees
yang adil, diharapkan Perseroan dan karyawan saling will strive to improve each other’s performance for the
berusaha dalam meningkatkan kinerja demi tercapainya visi achievement of the Company’s vision and mission. Besides,
dan misi Perseroan. Disamping itu, Perseroan juga melakukan the Company also made various efforts in realizing fair
berbagai upaya dalam mewujudkan pengelolaan operasi management of the Company’s operations, these efforts
Perseroan yang adil, upaya tersebut antara lain: include:
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, kebijakan b. Socialization and Implementation of GCG, COC,
gratifikasi dan anti korupsi gratification and anti-corruption policy
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 hukum, 2. Avoid law infringement, primarily the use of political
terutama penggunaan pengaruh politik (Responsible influence political involvement
political involvement) Angkasa Pura II is committed to always comply with
Angkasa Pura II berkomitmen untuk selalu mematuhi applicable statutory regulations so as to avoid law
peraturan perundang-undangan yang berlaku infringement. This commitment is clearly regulated
sehingga terhindar dari pelanggaran hukum. in the Code of Conduct which regulates political
Komitmen tersebut secara jelas diatur dalam Pedoman activities.
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 building and maintaining condusive business
Pura II berkomitmen menciptakan praktik bisnis yang climate, Angkasa Pura II is commited to create a clean,
bersih dan sehat serta jauh dari terjadinya praktik healthy and also far from all forms of frauds. One of
kecurangan. Salah satu upaya yang dilakukan oleh the efforts made by the Company is, by making this
Perseroan adalah, dengan menjadikan persaingan healthy competition a business culture and ethics in
sehat ini sebagai budaya dan etika bisnis the Company.
di Perseroan.

4. Melaksanakan program tanggung jawab sosial di 4. Implement the Corporate Social Responsibility
wilayah-wilayah yang terkena dampak aktivitas program in the sphere of influenced by the operational
opersional Perseroan (Promoting social responsibility in activities of the Company.
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 Bidang CSR Formulation, Scope and Planning Related to
Operasi yang Adil Fair Operations
Pelaksanaan CSR bidang operasi yang adil difokuskan The implementation of CSR in the field of fair operations is
di lingkungan internal Perseroan dengan sasaran utama focused in the internal environment of the Company with
karyawan. Setiap karyawan yang bekerja di Angkasa Pura II, the main target of employees. Every employee who works
memiliki kesempatan yang sama dalam berbagai hal. Dengan at Angkasa Pura II, has the same opportunity in various
kata lain, dalam Perseroan tidak ada praktik diskriminasi ways. In other words, in the Company there is no practice
bagi karyawan, baik itu diskriminasi latar belakang etnik, of discrimination for employees, be it discrimination of
agama, jenis kelamin, usia, maupun cacat tubuh yang ethnic background, religion, gender, age, or disability that a
dimiliki seseorang. Salah satu wujud pemberian kesempatan person has. One form of providing equal opportunities by the
yang sama oleh Perseroan adalah terkait keikutsertaan Company is related to employee participation in education
karyawan dalam Pendidikan dan pelatihan, sebagaimana and training, as the realization of the Angkasa Pura II training
realisasi diklat Angkasa Pura II selama tahun 2019 mengikuti program during 2019 participated in education and training
pendidikan dan pelatihan, dan menyerap anggaran sebesar and absorbed a budget of Rp51.91 billion.
Rp51,91 miliar.
Tabel Learning & Development Index Tahun 2019

Table Learning & Development Index in 2019
Nama Jumlah
No
Name Total
Catatan Jumlah
Notes Total
1 Development Rate (Employee Trained/ 63%
Headcount)
Total Employee 5,74
2 Training Investment (Training Cost/ Rp 11.342.215 Employee Trained 3,6
Headcount) per Employee
Training Cost 2019 Rp 65.104.316.355
3 Training Cost Factor (Training Cost Rp 14.419.776
Realisation/Employee Trained) per Training Cost Realisation 2019 Rp 51.911.194.000
Employee
Employee Expense 2019 Rp 1.900.971.190.823
4 Training Cost Allocation (Training Cost/ 3%
Employee Expense)
Pelaksanaan Inisiatif CSR Bidang Operasi yang Adil Implementation of the CSR Initiatives of
Fair Operations
Guna mewujudkan tanggung jawab sosial terhadap operasi In order to realize social responsibility towards fair operations,
yang adil, Angkasa Pura II menetapkan dan menerapkan Angkasa Pura II establishes and implements various internal
berbagai kebijakan internal, serta mematuhi kebijakan policies, and complies with applicable external policies. One

eksternal yang berlaku. Salah satu kebijakan mendasar of the fundamental policies that apply in the Company is the
yang berlaku di Perseroan adalah Code of Conduct, setiap Code of Conduct, every employee in the Company including
karyawan di Perseroan termasuk jajaran manajemen the management of Angkasa Pura II must comply with the
Angkasa Pura II wajib mematuhi Code of Conduct Perseroan, Company’s Code of Conduct, and violations of the Code of
dan pelanggaran atas Code of Conduct akan dikenakan sanksi Conduct will be subject to strict sanctions by the Company.
secara tegas oleh Perseroan.
Proses pengadaan di Perseroan dilaksanakan secara The procurement process in the Company is carried out
terbuka dan adil sesuai dengan prinsip dan kebijakan yang openly and fairly in accordance with applicable principles
berlaku. Dengan pelaksanaan secara terbuka dan adil, akan and policies. By implementing openly and fairly, it will create
mewujudkan persaingan yang sehat diantara penyedia healthy competition among providers of goods and services.
barang dan jasa.
Demi terciptanya integritas dalam setiap aktivitas For the sake of creating integrity in every activity of the
Perseroan khususnya yang bekerja sama dengan pihak Company, especially in collaboration with external parties,
eksternal, Perseroan memberlakukan perjanjian dan the Company enforces agreements and memorandum of
nota kesepahaman, sehingga para pihak terikat dan wajib understanding, so that the parties are bound and obliged to
berintegritas agar tidak merugikan pihak lainnya. have integrity so as not to harm other parties.
Setiap aktivitas Perseroan selalu dapat menimbulkan konflik, Every activity of the Company can always cause conflict, to
untuk mencegah terjadinya konflik, Perseroan menyediakan prevent conflict, the Company provides a means to submit
sarana penyampaian keluhan atau permasalahan baik bagi complaints or issues both internal and external that can
internal maupun eksternal yang dapat disampaikan melalui be conveyed through channels provided by the Company,
saluran yang disediakan oleh Perseroan, seperti surat, such as letters, telephone, email, social media, or reporting
telepon, email, social media, ataupun sarana pelaporan facilities for violations (whistleblowing system).
pelanggaran (whistleblowing system).

Corporate Socal Responsibility Terkait

Lingkungan Hidup
Corporate Social Responsibility Related to Environment

Perseroan selalu berupaya mengurangi dampak lingkungan The Company always seeks to reduce the environmental
yang timbul akibat kegiatan operasional Perseroan. impact arising from the Company’s operational activities.
Hal tersebut merupakan wujud tanggung jawab sosial This is a form of corporate social responsibility in protecting
Perseroan dalam menjaga dan mempertahankan kelestarian and preserving the environment. The Company also prepares
lingkungan. Perseroan juga menyusun dan menerapkan and implements Company policies related to environmental
kebijakan Perseroan terkait pengelolaan lingkungan hidup, management, in order to minimize the resulting impact, the
guna meminimalisir dampak yang dihasilkan, kebijakan Company’s policies are set forth in the Company’s Regulation
Perseroan tersebut dituangkan dalam Peraturan Perseroan No. 38 on the Eco-Airport Master Plan of PT Angkasa Pura II
Nomor 38 Tentang Master Plan Eco-Airport PT Angkasa (Persero) mentioned in the Board of Directors Decree No:
Pura II (Persero) yang ditetapkan dalam Keputusan Direksi KEP.02.04/10/2012. The purpose of this regulation is to protect
Nomor: KEP.02.04/10/2012. Tujuan dari peraturan ini adalah the environment from the impacts of airport operations and
untuk melindungi lingkungan dari dampak pengoperasian development, the arrangements of which are based on the
dan pengembangan bandar udara, yang pengaturannya environmental management framework of the airport and
didasarkan pada kerangka pengelolaan lingkungan bandar the surrounding area.
udara dan wilayah sekitarnya.
Dalam upaya menjaga dan melestarikan lingkungan, dampak In an effort to protect and preserve the environment,
lingkungan yang timbul akibat adanya aktivitas operasional environmental impacts arising from the Company’s
Perseroan harus ditekan serendah mungkin. Untuk itu, operational activities must be pressed as low as possible. To
Perseroan memiliki komitmen dalam mengelola dan that end, the Company has a commitment in managing and
mengembangkan bandar udara, komitmen tersebut yaitu: developing airports, these commitments are:
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 melalui 3. Manage environment sustainably through direct
program yang berdampak langsung pada pelestarian impacted program in nature conservation;
alam;
4. Melakukan pengukuran, pemantauan, pelaporan dan 4. Conduct measurement, monitoring, reporting and
peningkatan kualitas pengelolaan limbah operasional; improvement in management quality of operational waste;
5. Mengkomunikasikan komitmen terhadap pelestarian 5. Communicate its commitment on the environment
lingkungan kepada pegawai dan seluruh pemangku towards employees and all stakeholders.
kepentingan.
Rumusan, Lingkup dan Perencanaan CSR Terkait CSR Formulation, Scope and Planning Related to
Lingkungan Hidup the Environment
Pelaksanaan CSR terkait lingkungan hidup dilaksanakan di The implementation of CSR related to the environment is
lingkungan sekitar operasional bandara yang dimiliki oleh carried out in the vicinity of the airport operations owned by
Angkasa Pura II. Rumusan dan lingkup CSR terkait dengan Angkasa Pura II. The formulation and scope of CSR related to

lingkungan hidup difokuskan pada aspek antara lain: the environment are focused on aspects including:
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 at
hidup diarahkan pada aktifitas antara lain: activities including:
1. Berperan aktif dalam mengurangi dampak operasional 1. Play an active role in reducing the Company’s
Perseroan terhadap kerusakan lingkungan. operational impact on environmental damage.
2. Berperan aktif dalam kegiatan pelestarian lingkungan. 2. Play an active role in environmental preservation
activities.
Dampak dan Risiko Lingkungan Penting yang Important Environmental Impacts and Risks
Terkait Secara Langsung atau Tidak Langsung Related Directly or Indirectly to the Company
dengan Perseroan
Sebagai Perseroan yang bergerak dibidang pengelolaan As a Company engaged in airport management, of course
bandar udara, tentu Perseroan turut menyumbang dampak the Company contributes to the impact on the environment.
terhadap lingkungan. Dampak yang dihasilkan oleh Impacts produced by the Company include:
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 2019 Target and Activities in 2019

1. Target 1. Target
Target dan Rencana Kerja Angkasa Pura II berkaitan Target dan Work Plan of Angkasa Pura II related to the
dengan Lingkungan Hidup adalah sebagai berikut: environment as of below:
Tabel Dana PKBL dan CSR (dalam miliar Rupiah)

Table PKBL and CSR Funds (in billion Rupiah)
Target/Rencana Kerja 2019 Keterangan

No
2019 Target/Work Plan Description
1 Pelaksanaan Eco-Airport dengan memperhatikan faktor-faktor utama Pelaksanaan Eco-Airport mengacu pada Surat Keputusan
lingkungan, seperti: pencemaran udara, penghijauan, penggunaan air bersih, Direktur Jenderal Perhubungan Udara Nomor: SKEP/124/
penghematan energi listrik, pengelolaan limbah, dan lainnya. VI/2009 Tentang Pedoman Pelaksanaan Bandar Udara
Execution of Eco-Airport by taking into account the main environmental Ramah Lingkungan (Eco-Airport).
factors, such as: air pollution, greening, usage of clean water, electricity energy The implemention of Eco-Airport refers to the Decree
savings, waste management, and others. of the Director General of Civil Aviation No: SKEP/124/
VI/2009 on the Guidelines for the Implementation of
Eco-Airport.
2 Evaluasi Kelengkapan Dokumen seperti AMDAL dan RKLRPL di setiap Bandara.

Evaluation of Document Completion such as AMDAL and RKL-RPL Airport.
2. Pelaksanaan Kegiatan 2. Activity Implementation

Penerapan atas tanggung jawab Perseroan terhadap The Company’s implementation of environmental and
lingkungan hidup dan sosial, oleh Perseroan diwujudkan social responsibilities is manifested in programs that
dalam program-program yang mengacu kepada refer to relevant laws, regulations and best practices.
peraturan perundangan, peraturan terkait dan best One of them is the Environmental Management Plan/
practice yang ada. Salah satunya adalah Rencana Environmental Monitoring Plan in all Branch Offices of PT
Pengelolaan Lingkungan/Rencana Pemantauan Angkasa Pura II (Persero). The programs that have been
Lingkungan di seluruh Cabang Bandar Udara PT Angkasa implemented by Angkasa Pura II include:
Pura II (Persero). Adapun program-program yang telah
dilaksanakan oleh Angkasa Pura II, antara lain:
a. Pelaporan Pelaksanaan RKL-RPL a. Reporting of RKL-RPL Implementation
Seluruh Bandar Udara Cabang PT Angkasa Pura All Airport Branch Offices of PT Angkasa Pura II
II (Persero) melakukan pelaporan pelaksanaan (Persero) report the implementation of the RKL-RPL
RKL-RPL per semester setiap tahunnya. Terdapat 11 per semester each year. There are 11 (eleven)
(sebelas) item pengelolaan dan pemantauan terkait management and monitoring items related to RKL-RPL
RKL-RPL yang dilaporkan, yaitu Kualitas Udara, that are reported, namely: Air Quality, Energy, Noise/
Energi, Kebisingan/Getaran, Limbah Padat, Kualitas Vibration, Solid Waste, Surface Water Quality, Liquid
Air Permukaan, Limbah Cair, Pencemaran Tanah, Flora Waste, Soil Contamination, Flora and Fauna, Aviation
Fauna, Kawasan keselamatan Operasi Penerbangan, Safety Operation Area, Land Transportation, and
Transportasi Darat, dan Sosekbud dan Kesmas. Socio-Culture and Public Health.
b. Penggunaan Material dan Energi Ramah b. Material and Environmentally Friendly Energy Usage
Lingkungan
Angkasa Pura II komitmen dalam menjaga lingkungan, Angkasa Pura II’s commitment in protecting the
komitmen ini diwujudkan salah satunya dengan environment, one of which is manifested by using
menggunakan energi tidak langsung berupa energi indirect energy in the form of electricity in the

listrik dalam operasional Perseroan, yang dipasok Company’s operations, which is supplied directly
secara langsung dari PT PLN (Persero). Guna from PT PLN (Persero). To support the commitment
mendukung komitmen ramah lingkungan, Perseroan to environmentally friendly, the Company has also
juga telah melakukan pemasangan taxiway light installed taxiway lights using energy-saving LED type
menggunakan lampur jenis LED yang hemat energi, lamps, which are installed at Soekarno Hatta Airport.
yang dipasang di Bandara Soekarno-Hatta.
Angkasa Pura II telah mengembangkan konsep Bandar Angkasa Pura II has developed the concept of an
Udara yang ramah lingkungan dan mendukung airport that is environmentally friendly and support
pelestarian alam, yang telah direalisasikan sebagai nature conservation, which has been realized as
berikut: follows:
• Konsep Airport Garden dan Eco Airport • Airport Garden and Eco Airport Concept
Setiap Bandar Udara yang dimiliki oleh Angkasa Every airport owned by Angkasa Pura II, has
Pura II, telah menggunakan konsep airport used the concept of an airport garden, which
garden, yang memiliki ruang/daerah resapan air has a space/area of water infiltration and spatial
dan tata ruang bandara bernuansa taman. aviation with a garden concept.
• Desain Bangunan Ramah Lingkungan • Design of Environmentally Friendly Buildings
Beberapa bandar udara yang dimiliki oleh Some airports owned by Angkasa Pura II,
Angkasa Pura II, desain bangunannya telah the design of the building has carried an
mengusung tema ramah lingkungan. Bandara environmentally friendly theme. The airports are
tersebut Soekarno-Hatta, dan Bandara Soekarno-Hatta Airport, and Kualanamu Airport
Kualanamu Medan. Adapun spesifikasinya Medan. The building specifications are as follows:
bangunan tersebut, sebagai berikut:
-- Atap bangunan bergaya modern yang dapat -- Modern style building roof that can utilize
memanfaatkan sinar dari luar sebagai light from outside as lighting, so as to save
penerangan, sehingga dapat menghemat electricity.
energi listrik.
-- Pencahayaan yang baik dalam bangunan -- Good lighting in buildings by utilizing
dengan memanfaatkan kaca bangunan transparent building glass, so that light can
transparan, sehingga cahaya dapat masuk ke enter the room.
dalam ruangan.
• Pengelolaan Limbah/Sampah Air (Cair) • Liquid Waste Management
Limbah/Sampah air dikelola dengan Liquid Waste Management is managed using a
menggunakan system water treatment, sehingga water treatment system, so water can be returned
air dapat dikembalikan ke alam secara aman dan to nature safely and used to water plants and
dimanfaatkan untuk menyiram tanaman dan airport parks.
taman bandara.
• Pengelolaan Limbah/Sampah Padat • Solid Waste Management
Limbah padat dikelola melalui proses Solid waste is managed through a combustion
pembakaran dengan tujuan untuk process with the aim of eliminate endemic
menghilangkan endemic penyakit dari wilayah diseases from other regions, especially those from
lain, khususnya yang berasal dari luar negeri. overseas.
c. Sistem Pengelolaan Limbah c. Waste Management System

Sebagai wujud komitmen melestarikan lingkungan, As a form of commitment in preserving the
Angkasa Pura II melaksanakan pengelolaan limbah environment, Angkasa Pura II carries out integrated
padat/sampah serta limbah B3 secara terpadu dan and well managed solid waste/ B3 waste management.
terintegrasi dengan baik. Tujuannya adalah untuk The aim is to eliminate negative impacts such as

menghilangkan dampak negative seperti bau, smell, disease, dirty, and other impacts. Angkasa Pura
penyakit, kotor, dan dampak lainnya. Angkasa Pura has a policy as a basis for the management of solid
memiliki kebijakan sebagai dasar pengelolaan limbah waste/ B3 waste management that is regulated in the
padat/sampah serta limbah B3 diatur dalam Peraturan Company’s Regulation No. 38 on Eco-Airport Master
Perseroan Nomor 38 Tentang Master Plan Eco-Airport Plan of PT Angkasa Pura II (Persero) as stipulated
PT Angkasa Pura II (Persero) yang ditetapkan dalam in Board of Directors Decree No: KEP.02.04/10/2012,
Keputusan Direksi Nomor: KEP.02.04/10/2012, yang which strengthened by the Board of Directors Decree
diperkuat dengan keputusan Direksi PT Angkasa of PT Angkasa Pura II (Persero) No: KEP.14.11/04/2014
Pura II (Persero) Nomor: KEP.14.11/04/2014 tentang on Solid Waste/Hazardous and Toxic Substances (B3)
Pengelolaan Limbah Padat/Sampah serta Limbah Waste Management at PT Angkasa Pura II Airport
Bahan Berbahaya dan Beracun (B3) di Bandar Udara (Persero).
PT Angkasa Pura II (Persero).
Dalam pengelolaan limbah ini, terdapat satu In this waste management, there is one component
komponen yang menjadi perhatian Perseroan, yaitu that concerns the Company, which is solid waste
pengelolaan limbah padat, termasuk di dalamnya management, which includes Hazardous and Toxic
limbah Bahan Berbahaya dan Beracun (limbah B3). Subtances Waste (B3 waste). Solid waste is also the
Limbah padat merupakan dampak dari pengoperasian operational airport impacts and falls into the category
bandar udara, dan masuk dalam kategori sampah of household and specific regional waste.
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
yang dapat digunakan kembali, sampah yang waste, and other waste.
dapat didaur ulang, dan sampah lainnya.
• Tahap Pengumpulan • Collection Stage
Menyediakan TPS, TPS 3R (Reduce, Reuse, Providing TPS, 3R (Reduce, Reuse, Recycle) TPS
Recycle), dan menyediakan alat pengumpul and providing collecting tools for disaggregated
untuk sampah terpilah. waste.
• Tahap Pengangkutan • Conveyance Stage
Pengangkutan sampah dari TPS atau TPS 3R ke Carrying out waste from TPS or 3R TPS to Final
Tempat Pemrosesan Akhir (TPA). disposal site (TPA).
• Tahap Pengolahan • Processing Stage
Pengolahan yang dilakukan berupa pemadatan Processing in the form trash compactor, waste
sampah, pengomposan sampah, pendaurulangan composer, recycling of waste materials, distorting
materi sampah, mengubah sampah menjadi waste into energy.
energi.
• Hasil Akhir. • End Result.
Adapun Limbah/Sampah Bandar Udara dikategorikan As for waste at Airports can be divided into 4 (four)
dalam 4 (empat) kategori, antara lain: categories, such as:
• Limbah/Sampah Landside (Terminal, Kargo, • Landsite Waste (Terminal, Cargo, Office,
Perkantoran, Landscape, Parkir). Landscape, Parking lot)
• Limbah/Sampah Airside (Pesawat, Landscape). • Airside Waste (Aircraft, Landscape)

• Limbah/Sampah B3 (Limbah Airside, Limbah • Hazardous and Toxic Subtances (B3) waste
Landside, Kendaraan, Genset). (Airside waste, Landside waste, Transportation,
Generator set)
• Limbah/Sampah Proyek Pengembangan • Airport development project Waste
Bandar 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,
Limbah/Sampah Reduce, Recycle)
Landside
Landside Waste/ Pemilahan Pengumpulan Pengangkutan Hasil Akhir
Debris Sorting Collection Conveyance End Result
Terminal, Kargo, Pemisahan Wadah Dikumpulkan Pada Menggunakan Bak Bekerjasama dengan
Perkantoran, Sesuai Jenis Sampah Masing- Masing Zona Tertutup Dengan Pihak Ketiga/Diangkut
Landscape, Parkir (5 Jenis Sampah) Sesuai Dengan Jenis Pemisahan Jenis ke TPA
Terminal, Cargo, Separation Of Sampah (5 Jenis Sampah Cooperating With
Office, Landscape, Containers Based Sampah) Using A Closed Tub Third Party/ Carrying
Parking lot On Types Of Waste (5 Collecting At Each With Separation Out to TPA
Types Of Waste) Zone Based On Types Based On Types Of
Of Waste (5 Types Of Waste
Waste)
Skema pengelolaan limbah/sampah proyek The scheme of waste management of airport

pengembangan bandar udara sama dan sesuai development project is similar and in accordance
dengan skema pengelolaan limbah/sampah landside with the scheme of landside waste management in
bandar udara. the airport.
Skema Pengelolaan Limbah/Sampah Airside Bandar Udara

Scheme of Airside Waste Management in Airport
Pengangkutan Pengolahan
Conveyance Processing
Dibawa ke Incinerator Insinerasi/

Conveyance to the Pembakaran di
Incinerator Incinerator
Incineration:
Limbah/Sampah Combustion at
Airside Incinerator
Airside Waste/ Pemilahan Pengumpulan Hasil Akhir
Debris Sorting Collection End Result
Pesawat, Landscape Pemisahan Wadah Pemisahan Sesuai Sludge - Limbah B3

Aircraft, Landscape Sesuai Jenis Sampah Dengan Jenis Sampah Sludge - Hazardous &
(5 Jenis Sampah) (5 Jenis Sampah) Toxic Substances (B3)
Separation Of Collection Based On Waste
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 & Hasil Akhir

B3 Waste/Debris Sorting Collection Conveyance Processing & End Result
Limbah Airside, Pemilahan Spesifik Ditampung di Tempat Menggunakan Bak Bekerjasama dengan Pihak
Limbah Landside, Limbah B3 Penyimpanan Sementara/TPS Tertutup Dengan Ketiga yang Memiliki Izin Sesuai
Kendaraan, Genset Sorting a Specific Limbah B3 (Berizin Walikota/ Pemisahan Jenis Dengan Peraturan yang Berlaku
Airside Waste, B3 Waste Bupati/BLH) dan Dicatat (Log Sampah Dilengkapi Dengan Manifest
Landside Waste, Book Harian & Neraca Bulanan) Using A Closed Tub Limbah B3
Transportation, Waste is Stored at Temporary with Separation Based Cooperating with Third Party Who
Generator Set Storage / B3 Waste TPS (Under on Types of Waste has Owned a License Based on
Permission of Mayor/Regent/ Applicable Regulation Equipped
BLH) And Recorded (Daily Log With B3 Waste Manifestation
Book & Montly Balance Sheet)
Pelaksanaan Inisiatif CSR Terkait Lingkungan Implementation of CSR Initiatives Related to the
Hidup Environment
Berdasarkan rencana yang telah dimiliki oleh Perseroan, Based on the plans that have been owned by the Company,
sebagai upaya menjaga dan melestarikan lingkungan as an effort to maintain and preserve the environment,
hidup khususnya yang terdampak langsung maupun tidak especially those affected directly or indirectly due to the
langsung akibat aktivitas Perseroan. Angkasa Pura II telah Company’s activities. Angkasa Pura II has carried out various
melaksanakan berbagai kegiatan, antara lain: activities, including:
Inisiatif CSR Dampak Terhadap Lingkungan

CSR Initiatives Impacts on the Environment
Bantuan bibit pohon produktif di kabupaten Bangka Tengah, Pelestarian lingkungan

Pekanbaru dan Bandung. Environmental Preservation
Assistance of productive tree seedlings in Central Bangka districts,
Pekanbaru and Bandung.
Penanaman pohon di Pantai Padang. Pelestarian lingkungan dan mengurangi dampak tsunami
Tree Planting in Padang Beach. Environmental Preservation and reduce the impact of tsunami
Pembuatan ekowisata di Kecamatan Blang Bintang Kab. Aceh Besar. Pelestarian lingkungan dan pemberdayaan ekonomi masyarakat sekitar
Making of ecotourism in the Blang Bintang Sub-district, Aceh Besar Environmental preservation and economic empowerment for the local
Districts. community
Sertifikasi di Bidang Lingkungan Hidup Certification in the Environmental Field

Per 31 Desember 2019, Angkasa Pura II belum memiliki As of December 31, 2019, Angkasa Pura II did not have
sertifikasi di bidang lingkungan. Namun, sebagai bentuk certification in the environmental field. However, as a form of
komitmen tanggung jawab terhadap lingkungan hidup, commitment to environmental responsibility, the Company
Perseroan senantiasa melakukan berbagai kegiatan terkait always carries out various activities related to environmental
program pelestarian lingkungan. preservation programs.

Tanggung Jawab Sosial Perseroan Terhadap

Ketenagakerjaan, Kesehatan dan Keselamatan Kerja
Corporate Social Responsibility Related to Employment, Health
and Safety

Tenaga kerja yang dimiliki oleh Angkasa Pura II merupakan Angkasa Pura II’s employee is an asset of the company, the
aset Perseroan, untuk itu Perseroan berkomitmen untuk Company is committed to be responsible for the occupational
bertanggung jawab terhadap kesehatan, keselamatan health, safety and welfare of each of its employees. In an effort
kerja, dan kesejahteraan setiap karyawannya. Dalam to carry out these responsibilities, the Company implements
upaya melaksanakan tanggung jawab tersebut, Perseroan various programs, including programs related to health and
melaksanakan berbagai program, yang antara lain program safety, quality improvement and professionalism programs,
terkait kesehatan dan keselamatan, program peningkatan performance evaluation, and welfare programs. These
kualitas dan profesionalisme, evaluasi kinerja, serta program programs are carried out routinely by the Company every
kesejahteraan. Program-program ini dilaksanakan secara year. More details regarding social responsibility in aspects of
rutin oleh Perseroan setiap tahunnya. Lebih jelas mengenai employment, can be part of HR reports in this annual report.
tanggung jawab sosial dalam aspek ketenagakerjaan, dapat
dilihat bagian Laporan SDM pada Laporan tahunan ini.
Adapun kebijakan yang digunakan sebagai dasar tanggung The policies used as a basis for corporate social responsibility
jawab sosial oleh Perseroan kepada karyawan, yaitu Undang- on employment is Law No. 13 Year 2003 on Manpower, Law
Undang Nomor 13 Tahun 2003 tentang Ketenagakerjaan, No. 2 Year 2004 on Industrial Relations Disputes Settlement,
Undang-Undang Nomor 2 Tahun 2004 tentang Penyelesaian Law No. 1 Year 1970 on Occupational Safety and Collective
Perselisihan Hubungan Industrial, Undang-Undang Nomor 1 Labor Agreement (PKB) between management and labor
Tahun 1970 tentang Keselamatan Kerja serta Perjanjian Kerja union. Through the application of this policy, the Company
Bersama (PKB) antara manajemen dan serikat karyawan. seeks to minimize the occurrence of violations of human
Melalui penerapan kebijakan ini, Perseroan berupaya untuk rights in employment relations.
meminimalkan terjadinya pelanggaran terhadap hak asasi
manusia dalam hubungan kerja.
Rumusan Tanggung Jawab Sosial Bidang Formulation of Social Responsibility in

Ketenagakerjaan Labor Sector
Perseroan melaksanakan tanggung jawab sosial bidang The Company carries out social responsibility in the field
ketenagakerjaan mengacu pada peraturan perundang- of employment, referring to the applicable statutory
undangan yang berlaku khususnya terkait ketenagakerjaan regulations, especially related to employment and the
dan Perjanjian Kerja Bersama (PKB). Rumusan dan lingkup Collective Labor Agreement (CLA). The formulation and scope
tanggung jawab sosial bidang ketenagakerjaan meliputi of social responsibility in the field of employment include
aspek: aspects of:
1. Kesetaraan dan perlakuan yang adil serta tidak 1. Equality and fair treatment as well as no
berlaku diskriminasi. discrimination.
2. Jaminan keamanan, kesehatan, dan keselamatan 2. Guaranteed occupational safety, health and safety.
kerja.

3. Pemberian hak-hak ketenagakerjaan sesuai ketentuan 3. Provision of employment rights in accordance with
yang berlaku. applicable regulations.
4. Kebebasan berserikat. 4. Freedom of union.
Target dan Kegiatan Tahun 2019 Target and Activities in 2019

Berikut adalah target dan rencana kerja Angkasa Pura Followings are targets and work Plan of Angkasa Pura II
II terkait ketenagakerjaan dalam hal kesehatan dan related to Employment and Occupational Health Safety:
keselamatan kerja:
Target/Rencana Kerja 2019 Keterangan

No
2019 Target/Work Plan Information
1 Target in the Labor Field Diwujudkan dalam komitmen tinggi terkait dengan:
Menjadi Perseroan yang taat asas dan taat aturan, termasuk di bidang 1. kesetaraan gender
ketenagakerjaan, Angksa Pura II berupaya untuk mematuhi semua peraturan 2. kesempatan kerja
perundang-undangan 3. pelatihan untuk meningkatkan profesionalisme
Target in the Employment Field karyawan
Becoming a Company that obeys the principle and obeys the rules. As 4. sistem imbal jasa yang sepadan.
included in the Employment Field, Angkasa Pura II is seeking to comply with Embedded in high commitment related to:
applicable statutory regulations 1. gender equality
2. employment opportunities
3. training to improve employee professionalism
4. equivalent reward system
2 Target Frequency Rate (FR) Tahun 2019 yang telah ditetapkan yaitu 0,59 Nilai Frequency Rate (FR) / Laju Kecelakaan Kerja
The targeted Frequency Rate (FR) of 2019 was 0.59 Karyawan tahun 2019 adalah sebesar 0,77
Frequency Rate (FR) / Accident Rate of Employees in 2019
was 0.77
Capaian Dampak Kuantitatif atas Kegiatan Activities Performed and Quantitative Impacts
Dampak atas kegiatan tanggung jawab di bidang The impact of responsibility activities in the field of
ketenagakerjaan dapat dijelaskan dalam pelaksanaan employment can be explained in the implementation of the
kebijakan ketenagakerjaan berikut: following employment policies:
1. Kesetaraan Gender dan Kesempatan Kerja 1. Gender Equality and Employment Opportunities
Angkasa Pura II berkomitmen untuk menghindari Angkasa Pura II is committed to avoid gender
terjadinya diskriminasi gender dalam Perseroan. discrimination in terms of human capital management.
Komitmen ini diterapkan dalam Perseroan pada semua This is applied on the recruitment and development
hal, khususnya dalam proses rekrutmen, pengembangan, process until the termination of one’s tenure.
hingga akhir masa jabatan seseorang.
Jumlah karyawan Angkasa Pura II tahun 2019 mencapai Number of employees Angkasa Pura II in 2019 reached 10,551
10.551 Orang, yang terdiri dari 8.538 orang karyawan laki- people, consisting of 8,538 male and 2,013 female employees.
laki, dan 2.013 Orang karyawan perempuan.
Jumlah Karyawan Angkasa Pura II Berdasarkan Jenis Kelamin

Number of Angkasa Pura II’s Employees in 2019 Based on Gender
Jenis Kelamin
2019 2018
Gender
Pria | Male 8.538 8.596
Wanita | Female 2.013 1.983
Jumlah | Total 10.551 10.579

2. Sarana dan Keselamatan Kerja 2. Occupational Safety and Facility

Kesehatan dan keselamatan kerja (K3) Karyawan Angkasa Pura II is committed to employees’ occupational
merupakan hal yang penting, oleh karena itu Perseroan health and safety (K3) which is focused on achieving zero
berkomitmen untuk mencapai tingkat kecelakaan nihil accident level. Implementation of Occupational Safety
(zero accident). Komitmen Perseroan ini didasarkan and Health Management System (SMK3) in Angkasa Pura
pada Penerapan Sistem Manajemen Keselamatan dan II refers to the Minister of Manpower Regulation No. 5 Year
Kesehatan Kerja (SMK3) di Angkasa Pura II mengacu pada 1996 on Occupational Safety and Health Management
Peraturan Menteri Tenaga Kerja Nomor: 5 Tahun 1996 System that has been enhanced by Government
tentang Sistem Manajemen Keselamatan dan Kesehatan Regulation No. 50 Year 2012 on Occupational Safety and
Kerja yang telah disempurnakan dengan Peraturan Health Management System (SMK3). This regulation
Pemerintah Nomor: 50 Tahun 2012 tentang Sistem governs the Company’s management system in
Manajemen Keselamatan dan Kesehatan Kerja (SMK3). controlling the risks of work activities, including the
Peraturan ini mengatur sistem manajemen Perseroan prevention of occupational injuries and occupational
dalam pengendalian risiko kegiatan kerja, yang mana di diseases.
dalamnya termasuk pencegahan terhadap kecelakaan
kerja dan penyakit yang ditimbulkan akibat aktivitas
kerja.
Sertifikasi SMK3 Tingkat Lanjutan 166 Kriteria/Audit SMK3 Certification for the Advanced Level of 166 Criteria/
Eksternal SMK3 merupakan bentuk pelaksanaan SMK3 External Audit is the extension of SMK3 Certification
perpanjangan Sertifikasi SMK3 Tingkat Awal 64 Kriteria, at Initial Level of 64 Criteria, which has been conducted
yang sebelumnya telah dilaksanakan di tahun 2015. previously in 2015.
Adapun Kegiatan Sertifikasi Sistem Manajemen Activities of Occupational Safety and Health Management
Keselamatan & Kesehatan Kerja (SMK3) PP 50 tahun 2012 System (SMK3) PP 50 in 2012 at the Advanced Level of
Tingkat Lanjutan 166 Kriteria, dilaksanakan di 13 Kantor 166 Criteria, was carried out at 13 Branch Offices of PT
Cabang PT Angkasa Pura II, dengan beberapa nilai, yaitu: Angkasa Pura II, with values as below:
Bandar Udara Nilai (%) Pencapaian Sertifikat & Bendera

No
Airport Value (%) Achievement Certificate & Flag
1 Bandara International Soekarno – Hatta, Tangerang 91,56 Memuaskan Emas

Soekarno – Hatta International Airport, Tangerang Satisfactory Gold
2 Bandara Internasional Kualanamu, Deli Serdang 90,96 Memuaskan Emas

Kualanamu International Airport, Deli Serdang Satisfactory Gold
3 Bandara Sultan Mahmud Badaruddin II, Palembang 78,91 Baik Perak

Sultan Mahmud Badaruddin II Airport, Palembang Good Silver
4 Bandara Sultan Syarif Kasim II, Pekanbaru 88,55 Memuaskan Emas

Sultan Syarif Kasim II Airport, Pekanbaru Satisfactory Gold
5 Bandara Supadio, Pontianak 89,15 Memuaskan Emas

Supadio Airport, Pontianak Satisfactory Gold
6 Bandara Internasional Minangkabau, Padang 87,95 Memuaskan Emas

Minangkabau International Airport, Padang Satisfactory Gold
7 Bandara Sultan Iskandar Muda, Banda Aceh 81,92 Baik Perak

Sultan Iskandar Muda Airport, Banda Aceh Good Silver
8 Bandara Raja Haji Fisabilillah, Tanjung Pinang 82,53 Baik Perak

Raja Haji Fisabilillah Airport, Tanjung Pinang Good Silver

Bandar Udara Nilai (%) Pencapaian Sertifikat & Bendera

No
Airport Value (%) Achievement Certificate & Flag
9 Bandara Sultan Thaha, Jambi 89,75 Memuaskan Emas

Sultan Thaha Airport, Jambi Satisfactory Gold
10 Bandara Depati Amir, Pangkal pinang 83,73 Baik Perak

Depati Amir Airport, Pangkal pinang Good Silver
11 Bandara Husein Sastranegara, Bandung 87,34 Memuaskan Emas

Husein Sastranegara Airport, Bandung Satisfactory Gold
12 Bandara Halim Perdanakusuma, Jakarta 89,75 Memuaskan Emas

Halim Perdanakusuma Airport, Jakarta Satisfactory Gold
13 Bandara Silangit, Siborong-borong 81,92 Baik Perak

Silangit Airport, Siborong-borong Good Silver
3. Peningkatan Kesejahteraan Karyawan 3. Increasing Employee Welfare

Guna meningkatkan motivasi kerja dan kinerja serta In improving work motivation, performance and loyalty
loyalitas karyawan, Perseroan berupaya meningkatkan of employees, the Company strives to improve employee
kesejahteraan karyawan yang diwujudkan melalui welfare which is realized through granting remuneration
pemberian remunerasi kepada karyawan berupa gaji to employees in the form of basic salary, performance
pokok, insentif prestasi, tunjangan dan fasilitas lainnya incentives, allowances and other facilities based on the
berdasarkan jenjang jabatan, masa kerja dan penilaian level of position, tenure and individual performance
kinerja individu yang dicapai oleh karyawan tanpa appraisal achieved by employees without any element
adanya unsur diskriminasi. of discrimination.
4. Rekrutmen dan Perputaran (Turnover) Karyawan 4. Recruitment and Employee Turnover

Dalam proses rekrutmen, setiap orang diberikan In the recruitment process, each person is given the same
kesempatan yang sama untuk dapat bekerja di Angkasa opportunity to be able to work in Angkasa Pura II, as
Pura II, selama yang bersangkutan memenuhi kriteria long as he meets the required criteria. Therefore, the
yang dipersyaratkan. Oleh karena itu, proses rekrutmen recruitment process in the Company is carried out openly
di Perseroan dilaksanakan secara terbuka dan and transparently, and there is no discrimination in any
transparan, serta tidak ada diskriminasi dalam bentuk form such as discrimination based on ethnicity, religion,
apapun sepeti diskriminasi berdasarkan suku, agama, race, class and gender.
ras, golongan dan gender.
Lingkungan kerja memiliki dampak yang cukup The working environment has a significant impact on
berpengaruh terhadap tingkat turnover karyawan. employee turnover. The employee turnover rate in 2019
Adapun tingkat perputaran karyawan pada tahun 2019 reached 0.27%, the same as the previous year.
mencapai 0,27% sama dengan tahun sebelumnya.
5. Pengembangan Potensi Karyawan 5. Employee Competency Development

Dalam mengembangkan kompetensi pekerja, Perseroan In developing employees’ competencies, the Company
melaksanakan kegiatan Pendidikan dan pelatihan carries out Education and training (Diklat) activities,
(Diklat), baik diklat yang berkaitan langsung maupun both directly and indirectly related to business and
yang tidak berkaitan langsung dengan strategi bisnis operational strategies. Competency training is carried
dan operasional. Pelatihan kompetensi dilaksanakan

untuk 2 (dua) hal, yaitu pengembangan kompetensi out for 2 (two) things, namely developing competencies
untuk mempersiapkan karyawan dalam menghadapi to prepare employees in facing certain competencies,
kompetensi tertentu, dan perubahan kompetensi untuk and changes of competencies to prepare employees in
mempersiapkan karyawan dalam menyikapi perubahan. responding to changes.
Selama tahun 2019, Perseroan telah melaksanakan Throughout 2019, the Company has conducted 270
pelatihan sebanyak 270 pelatihan. informasi mengenai trainings. Detailed information about Training can be
pelatihan dapat dilihat secara detil pada Bagian Sumber seen in Human Capital chapter.
Daya Manusia.
6. Tingkat Kecelakaan Kerja 6. Work Accident Level

Perseroan selalu berupaya untuk mencapai tingkat The Company always strives to achieve zero accident
kecelakaan nihil atau zero accident, sebagai wujud rate, as a form of the Company’s commitment to manage
komitmen Perseroan untuk mengelola kesehatan dan occupational health and safety (K3).
keselamatan kerja (K3).
7. Remunerasi terhadap UMP 7. Remuneration to UMP

Remunerasi yang diberikan oleh Perseroan bagi Remuneration provided by the Company for employees
karyawan terdiri dari gaji dasar, insentif prestasi, consists of basic salary, performance incentives, various
berbagai tunjangan dan fasilitas lainnya, yaitu: allowances and other facilities, namely:
a. Bulanan, berupa tunjangan transportasi/BBM, a. Monthly, Transportation/Fuel allowance, meal
tunjangan uang makan, tunjangan uang lembur, allowance, overtime allowance, license and rating
tunjangan license dan rating, tunjangan jabatan, allowances, position allowance, phone allowance,
tunjangan telepon, dan Tunjangan Operasional. and operational allowance.
b. Tahunan, berupa Bantuan Sewa Rumah, Tunjangan b. Anually, House rent contribution, leave allowance,
Cuti, Tunjangan Kesejahteraan Keluarga, Tunjangan Family welfare allowance, specific allowance and
Khusus dan Insentif Produksi. production incentives.
Remunerasi yang diberikan oleh Perseroan, pada The remuneration provided by the Company is basically
dasarnya telah lebih besar dari ketentuan upah greater than the regional and sectoral minimum wage
minimum regional maupun sektoral yang ditetapkan provisions set by the local regional government.
oleh pemerintah daerah setempat.
8. Mekanisme Pengaduan Masalah Ketenagakerjaan, 8. Complaint Mechanism on Employment Concerns

dan Lain-Lain and Others
Perseroan telah menyediakan ruang untuk karyawan The Company has provided a space for employees to solve
dalam menyelesaikan masalah ketenagakerjaan. Ruang employment problems. The space is accommodated in a
tersebut diakomodir dalam Perjanjian Kerja Bersama Collective Labor Agreement between the Company and
antara Perseroan dengan Karyawan. Employees.

Corporate Social Responsibility Terkait Tanggung

Jawab kepada Konsumen
Corporate Social Responsibility Related to Responsibility
to Customers
Kebijakan dan Komitmen Commitment and Policy

Perseroan menyadari bahwa pelanggan merupakan salah The Company believes that the customer is one of the
satu pemangku kepentingan yang memegang peranan stakeholders who has an important role for the Company.
penting bagi Perseroan. Oleh karena itu, Perseroan Therefore, the Company places customer satisfaction as one
menempatkan kepuasan pelanggan sebagai salah satu of the Company’s main focuses. In maintaining the level of
fokus utama Perseroan. Dalam menjaga tingkat kepuasan customer satisfaction, the Company has established various
pelanggan, Perseroan telah menetapkan berbagai policies and standards, this is solely intended to provide the
kebijakan dan standar, hal ini semata-mata ditujukan untuk best service for customers.
memberikan pelayanan yang terbaik bagi pelanggan.
Target dan Kegiatan Tahun 2019 Target and Activities in 2019

Dalam upaya meningkatkan kepuasan pelanggan, Angkasa In an effort to increase customer satisfaction, Angkasa Pura
Pura II melaksanakan survey kepuasan pelanggan dan II conducts customer satisfaction surveys and customer
kegiatan penyelesaian pengaduan pelanggan. Bagi kegiatan complaint resolution. For customer complaints resolution,
penyelesaian pengaduan pelanggan, Perseroan menargetkan the Company targets that any complaint settlements are set
penyelesaian pengaduan di bawah Service Level Agreement under the Service Level Agreement (SLA).
(SLA) yang telah ditetapkan.
Program Engagement Konsumen Customer Engagement Program

Dalam membangun hubungan yang harmonis dengan Efforts of the Company to build cooperation and harmonious
pelanggan atau pengguna jasa bandar udara, Perseroan relationship with customers/aviation service users are carried
melaksanakan beberapa kegiatan, antara lain: out through below following activities:
1. Melakukan Coffee Morning dengan mengundang 1. Conducting Coffee Morning by inviting all business
seluruh mitra usaha yang berada di Bandara Soekarno- partners at Soekarno-Hatta Airport, while the matter
Hatta, adapun hal yang dibahas adalah terkait discussed is related to changes in the commercial
perubahan struktur komersial di Bandara Soekarno- structure at Soekarno-Hatta Airport.
Hatta.
2. Melaksanakan konferensi “Future Transport” bekerja 2. Conducting “Future Transport” Conference in
sama dengan Angkasa Pura Solusi (APS) dan Singapore cooperation with Angkasa Pura Solusi (APS) and
Press Holding, yang turut mengundang seluruh Singapore Press Holding. That event invited all airlines
maskapai Airlines dan Kementerian Perhubungan and Ministry of Transportation (Regulator).
selaku Regulator.
3. Melaksanakan Forum Sharing Session, dengan tujuan 3. Conducting Sharing Session forum, aimed to deliver
memberikan penjelasan kepada perusahaan property clear explanation to the property companies of SOE
BUMN dan swasta terkait kerjasama pendayagunaan and private, related to cooperation in corporate land
aset tanah Perseroan di Jakarta Pusat dan kerjasama assets utilization in Central Jakarta and cooperation
pengembangan Kawasan Komersial Terpadu (SKYCITY) in Integrated Commercial Regional Development
di Bandara Soekarno-Hatta. (SKYCITY) at Soekarno-Hatta Airport.

Kegiatan yang Dilakukan dan Dampaknya Activities implementation and Its Impact
Dalam mengelola hubungan baik dengan konsumen, Angkasa In managing good relationship with customers, Angkasa Pura
Pura melaksanakan beberapa kegiatan sebagai berikut: II conducted following activities:
1. Keamanan & Keselamatan Konsumen 1. Customer Safety and Security
Guna memberikan Keamanan, kenyamanan dan In order to provide security, convenience and safety for
keselamatan bagi konsumen Angkasa Pura II, Perseroan consumers of Angkasa Pura II, the Company implemented
menerapkan system keamanan yang baik di Bandar a good security system in the Airport. It is an absolute
Udara. Hal tersebut merupakan sebuah kewajiban yang obligation to do, due to the convenience of the customer
mutlak untuk dilakukan, dikarenakan kenyamanan is one focus of the Company. As regulated in Law No. 1
pelanggan merupakan salah satu fokus Perseroan. Year 2009 on Aviation in article 219 paragraph (1) stating
Sebagaimana diatur dalam Undang-Undang Nomor that: “Every airport enterprise or airport management
1 Tahun 2009 tentang Penerbangan pasal 219 ayat (1) unit shall provide airport facilities which fulfill the
menyebutkan bahwa: “Setiap badan usaha bandar requirement of aviation safety and security, and airport
udara atau unit penyelenggara bandar udara wajib services which is in accordance with the determined
menyediakan fasilitas bandar udara yang memenuhi service standards”. Followings are the security system
persyaratan keselamatan dan keamanan penerbangan, at airport:
serta pelayanan jasa bandar udara sesuai dengan standar
pelayanan yang ditetapkan”. Adapun sistem kemanan
yang diterapkan di Bandar Udara, sebagai berikut:
a. Screening (Pemeriksaan Orang, Barang dan a. Screening (inspection of people, goods, and
Kendaraan) vehicles)
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
dan informasi dari pihak eksternal: Kepolisian & coordination and information from external parties,
BIN) which are Police and 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
Angkasa Pura II juga telah memastikan seluruh fasilitas Angkasa Pura II is continuously ensuring the availability
keselamatan penerbangan dalam kondisi baik dan of all airport flight safety facilities through Safety
siap untuk dipergunakan, melalui Unit Manajemen Management Unit. This unit is functioned to manage,
Keselamatan. Unit Manajemen Keselamatan berfungsi control, and assist:
untuk mengelola, mengendalikan dan membina
kegiatan:
a. Pelaksanaan Sistem Manajemen Keselamatan; a. Implementation of Safety Management System;
b. Standarisasi, kalibrasi dan pemeliharaan Teknik b. Standardization, calibration, and maintenance of
elektronika; electronics engineering;
c. Standarisasi, kalibrasi dan pemeliharaan Teknik c. Standardization, calibration, and maintenance of
listrik, mekanikal dan peralatan; electrical, mechanical, and equipment engineering;
d. Standarisasi, kalibrasi dan pemeliharaan Teknik d. Standardization, calibration, and maintenance of
bandara. airport engineering.

Dalam menjamin kesiagaan fasilitas keselamatan In ensuring the safety of aviation safety facilities, Angkasa
penerbangan, Angkasa Pura II memastikan unit-unitnya Pura II ensures that the units carry out the following
melaksanakan persiapan sebagai berikut: preparations:
a. Teknik Elektronika a. Electronic Engineering
Unit Teknik Elektronika merupakan unit yang Electronic Engineering Unit is a unit that performs
melakukan perencanaan, pelaksanaan dan evaluasi planning, implementation and evaluation towards
terhadap kegiatan standarisasi, kalibrasi dan the activities of standardization, calibration and
pemeliharaan peralatan elektronika bandara (PAS, maintenance of airport electronic equipment’s (PAS,
FIS, Flight Communication System, Integrated Ground FIS, Flight Communication System, Integrated Ground
Communication System, Fire Alarm System, Master Communication System, Fire Alarm System, Master
Clock), peralatan security equipment dan peralatan Clock), security equipment tools and navigation tools,
navigasi, komunikasi, otomasi dan surveillance di communication, automation and surveillance at all
seluruh kantor cabang bandara Angkasa Pura II. airport branch offices of Angkasa Pura II.
b. Teknik Listrik Mekanikal & Peralatan b. Electrical, Mechanical & Equipment Engineering
Unit Teknik Listrik, Mekanikal & Peralatan merupakan Electrical, Mechanical & Equipment Engineering Unit
unit yang melakukan perencanaan, pelaksanaan dan is a unit that performs planning, implementation and
evaluasi terhadap kegiatan standarisasi, kalibrasi evaluation towards the activities of standardization,
dan pemeliharaan fasilitas listrik, fasilitas PKPPK dan calibration an maintenance of electrical facilities,
alat-alat besar dan fasilitas operasi pada sisi udara di PKPP facilities and large equipment and operating
seluruh kantor cabang bandara Angkasa Pura II. facilities at the air side at all airport branch offices of
Angkasa Pura II.
c. Teknik Bandara c. Airport Engineering
Unit Teknik Bandara merupakan unit yang melakukan Airport Engineering Unit is a unit at performs planning,
perencanaan, pelaksanaan dan evaluasi terhadap implementation and evaluation towards the activities
kegiatan standarisasi, kalibrasi dan pemeliharaan dan of standardization, calibration and maintenance as
perbaikan fasilitas operasi pada sisi udara (meliputi: well as improvement of operating facilities on the

apron, runway, taxiway, bangunan terminal) dan air side (include: apron, runway, taxiway, terminal
fasilitas operasi pada sisi darat (meliputi: gedung non buildings) and operating facilities on the land side
terminal, lapangan, parkir, pertamanan, jalan akses) (include: non terminal buildings, field, parking,
di seluruh kantor cabang bandara Angkasa Pura II. landscaping, access roads) in all airport branch offices
of Angkasa Pura II.
2. Akses Informasi Layanan dan Pengaduan Pelanggan 2. Access to Service Information and Customer Complaint
Sebagai bentuk perhatian kepada pelanggan dan guna As a form of attention to customers and to support the
mendukung peningkatan kepuasan pelanggan, Angkasa improvement of customer satisfaction, Angkasa Pura
Pura II menyediakan pusat informasi sebagai salah satu II provides information and service center facility for
fasilitas dan layanan bagi pelanggan/para penumpang passengers at every airport terminal. In addition to this,
di setiap terminal bandara. Selain itu, Angkasa Pura juga Angkasa Pura II has established a customer complaint
telah membentuk pusat pengaduan pelanggan, yang center. This customer service and complaint information
dapat diakses melalui saluran berikut: center is accessible through several channels including:
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. Facility, Number and Settlement on Customer
Konsumen Complaints
Angkasa Pura II memiliki komitmen untuk dapat Angkasa Pura II has a commitment to provide the best
memberikan pelayanan yang terbaik bagi pelanggan. service for customers. Regarding complaints from
Berkaitan dengan aduan/keluhan dari pelanggan, selalu customers, the Company always responds quickly and
direspon oleh Perseroan secara cepat dan taktis. Upaya tactically. Efforts to resolve complaints, are specifically
penyelesaian terhadap aduan/keluhan, diatur secara regulated in the service quality standard policy, as
khusus dalam kebijakan standar mutu pelayanan, follows:
sebagai berikut:
a. Standar dalam merespon atas pengaduan a. Standard of responding customer complaint is 1 x
pelanggan 1 x 24 Jam. 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
Bandara. Airport Services work unit.
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
langsung berkomunikasi kepada pelanggan dalam units can communicate directly to customers in the
proses penyelesaian keluhan. completion process of the complaints.
4. Survei Kepuasan Pelanggan 4. Customer Satifaction Survey

Setiap tahun Angkasa Pura II melaksanakan survei Every year Angkasa Pura II carries out a customer
kepuasan pelanggan. Hal ini ditujukan untuk satisfaction survey. It is intended to determine the extent
mengetahui sejauh mana pelanggan puas akan kinerja to which customers are satisfied with the performance

Perseroan dan dapat memberikan harapannya bagi of the Company and can provide expectations for the
Perseroan. Survei kepuasan pelanggan dilaksanakan Company. Customer satisfaction survey is conducted
dengan membandingkan antara harapan dan persepsi by comparing the expectations and perceptions of
stakeholders. Responden dalam survey kepuasan stakeholders. Respondents in the customer satisfaction
pelanggan meliputi penumpang, airliner, kargo dan survey include passengers, airliners, cargo and
konsesioner. concessionaires.
Berdasarkan survei yang telah dilakukan, pada tahun Based on the survey conducted, in 2019 the Company
2019 Perseroan memperoleh nilai rata-rata 4,61 yang received an average rating of 4.61 which stated “Very
menyatakan “Sangat Puas” terhadap kualitas layanan Satisfied” with the quality of Angkasa Pura II services.
Angkasa Pura II.
Tabel Pencapaian CSI

Table CSI Achievement
Cabang
No CSI
Branch Office
2019 2018
1. Soekarno Hatta 4,28 4,48
2. Silangit 4,39 4,57
3. Halim Perdanakusuma 4,33 4,54
4. Minangkabau 4,29 4,56
5. Depati Amir 4,68 4,76
6. Sultan Mahmud Badaruddin II 4,29 4,65
7. Husein Sastranegara 4,50 4,67
8. Sultan Iskandar Muda 4,36 4,55
9. Sultan Thaha 4,70 4,79
10. Kualanamu 4,48 4,63
11. Sultan Syarif Kasim II 4,53 4,61
12. Supadio 4,85 4,79
13. Raja Haji Fisabilillah 4,43 4,63
14. Banyuwangi NIL 4,47

Corporate Social Responsibility yang Terkait dengan

Pengembangan Sosial & Pemberdayaan Masyarakat
Corporate Social Responsibility Related to Social Development &
Community Empowerment
Kebijakan dan Komitmen Commitment and Policy

Masyarakat turut berperan serta dalam keberlangsungan The community participates in the sustainability of the
bisnis Perseroan. Oleh karena itu diperlukan hubungan Company’s business. Therefore we need a good and positive
yang baik dan positif antara Perseroan dengan masyarakat. relationship between the Company and the community.
Dalam menjaga hubungan tersebut, Perseroan memberikan In maintaining these relationships, the Company provides
manfaat kepada masyarakat sebagai bentuk tanggung jawab benefits to the community as a form of corporate social
sosial Perseroan. Adapun tanggung jawab sosial Perseroan responsibility. The corporate social responsibility to
kepada masyarakat ini, diwujudkan dalam program the community is manifested in partnership programs,
kemitraan, bina lingkungan dan kegiatan CSR. environmental development and CSR activities.
Program kemitraan dilaksanakan dengan menyalurkan The partnership program is implemented by channeling
pinjaman kepada masyarakat guna pemberdayaan loans to the community to empower the Company’s economy
ekonomi Perseroan melalui aktivitas usaha yang dilakukan through business activities carried out by the Company.

oleh Perseroan. Sedangkan bina lingkungan dan kegiatan Whereas environmental development and CSR activities
CSR mencakup penyeduaan sarana dan prasarana untuk include the provision of facilities and infrastructure for
pengembangan masyarakat. community development.
Program Kemitraan dan Bina Lingkungan yang dilaksanakan The implementation of partnership program and community
oleh Perseroan, merupakan pelaksanaan atas kebijakan development program at PT Angkasa Pura II (Persero) refers
terkait program kemitraan dan bina lingkungan sebagaimana to the Minister of SOEs Decree No. PER-02/MBU/07/2017
diatur dalam Keputusan Menteri BUMN Nomor: No. PER- 02/ dated July 5, 2017 concerning Second Amendment on the
MBU/07/2017 tangal 5 Juli 2017 tentang Perubahan Kedua Minister of State-owned Enterprises Regulation No. PER-09/
atas Peraturan Menteri Badan Usaha Milik Negara No. PER-09/ MBU/07/2015 on Partnership Program and Community
MBU/07/2015 tentang Program Kemitraan dan Program Bina Development Program of State-Owned Enterprises.
Lingkungan Badan Usaha Milik Negara.
Isu-Isu, Lingkup dan Perumusan Tanggung Issues, Scope and Formulation of Social
Jawab Sosial Bidang Pengembangan Sosial dan Responsibility in the Field of Social and
Kemasyarakatan Community Development
Perseroan melaksanakan tanggung jawab sosial bidang The Company carries out social responsibility in the field of
pengembangan sosial dan kemasyarakatan di wilayah social and community development in the area around the
sekitar opersional bandara yang dikelola oleh Angkasa Pura operational airport which is managed by Angkasa Pura II.
II. Adapun isu-isu, rumusan dan lingkup tanggung jawab The issues, formulation and scope of social responsibility
sosial bidang pengembangan sosial dan kemasyarakatan in the field of social and community development include
meliputi aspek: aspects of:
1. Pemberdayaan ekonomi masyarakat melalui program 1. Community economic empowerment through
kemitraan partnership programs
2. Pembinaan lingkungan dan perbaikan kualitas 2. Fostering the community and improving the quality of
kehidupan masyarakat melalui program bina people’s lives through the community development
lingkungan. program.
Strategi dan langkah yang akan dijalankan untuk Strategies and steps to be carried out to implement
pelaksanaan tanggung jawab sosial bidang pengembangan social responsibility in the field of social and community
sosial dan kemasyarakatan antara lain: development include:
1. Menjalin hubungan yang serasi dan harmonis dengan 1. Establish a harmonious relationship with the
masyarakat sekitar wilayah operasi. community around the operational area.
2. Pemberdayaan potensi masyarakat dengan memberi 2. Empowering the potential of the community by
sustainable value. providing sustainable value.
Target dan Kegiatan Pengembangan Sosial Target and Social Development Activities
Program Kemitraan dan Bina Lingkungan Partnership and Community Development Program
Sebagai bentuk pelaksanaan tanggung jawab sosial As a form of implementing corporate social responsibility,
Perseroan, Angkasa Pura telah melaksanakan Program Angkasa Pura has implemented the Partnership and
Kemitraan dan Bina Lingkungan (PKBL). Anggaran atas Community Development Program (PKBL). The budget for
PKBL merupakan laba Perseroan yang telah disisihkan untuk PKBL is the Company’s profit that has been set aside for the
keperluan pembinaan usaha kecil/koperasi dan pembinaan purposes of fostering small businesses/cooperatives and
masyarakat. community coaching.
Tingkat efektivitas penyaluran program kemitraan pada In 2019, the effective level of partnership program distribution
tahun 2019 adalah 98,73% dengan tingkat kolektablitas reached 98.73% and the collective level of repayment funds
pengembalian sebesar 95,96% sedangkan persentase tingkat in partnership program reached 95.96%. Meanwhile, the

efektivitas penyaluran program bina lingkungan adalah effective level of community development program or
sebesar 99,54%. corporate social responsibility program reached 99.54%.
1. Program Kemitraan 1. Partnership Program
Program kemitraan adalah program bantuan kepada Partnership program is a program to enhance small
kelompok usaha skala kecil dan menengah berupa business capability in order to be tough and independent
pinjaman uang untuk pengembangan usaha mitra binaan by utilizing a rolling fund distributed to small business.
tersebut. Program ini ditujukan untuk meningkatkan Businesses that became assisted partners of the
produktivitas masyarakat lebih produktif dan berkembang Company are categorized into 8 (eight) sectors such
sehingga meningkatkan kemampuan usaha kecil agar as trade, industrial, agriculture, plantation, fisheries,
menjadi tangguh dan mandiri. Pelaku usaha yang menjadi livestock, services and others.
mitra binaan Perseroan, dapat dikelompokkan ke dalam 8
(delapan) sektor, yaitu perdagangan, industri, pertanian,
perkebunan, perikanan, peternakan, jasa dan lainnya.
Tahun 2019, Angkasa Pura II telah melaksanakan program In 2019, Angkasa Pura II has implemented a partnership
kemitraan, yang dapat dijelaskan melalui tabel berikut: program, which can be explained through the following
table:
Uraian Target RKA 2019 Realisasi RKA 2019 Deviasi

Description Target for 2019 Budget Realization 2019 Deviation
Nominal %
Saldo Awal | Beginning Balance 1.489.189.762
Penerimaan | Revenues
1. Alokasi Laba Perseroan | Company Profit Allocation
2. Angsuran Pokok Pinjaman 51.541.932.074 43.726.177.924 (7.809.003.382) (15,15)

Loan Principal Installments
3. Angsuran Pokok Pinjaman Bermasalah 547.994.614 529.588.995 (18.405.619) (3,36)

Principal Installments with Troubled Loans
4. Angsuran Tanpa Identitas | Unidentified Installments (14.940.014) (22.612.412)
5. Kelebihan Angsuran | Excess Installments (6.334.971) (6.334.971)
6. Jasa Administrasi Pinjaman 2.134.030.249 1.035.597.704 (1.097.510.915) (51,43)

Loan Administration Services
7. Bunga Jasa Giro/Deposito 115.043.063 96.641.199 (18.401.864) (16,00)

Current Account/Deposit Interest
Jumlah Penerimaan | Amount of Receipt 54.339.000.000 45.366.730.837 (8.972.269.163) (16,51)
Jumlah Dana Tersedia | Amount of Funds Available 54.339.000.000 46.855.920.599 (7.483.079.401) (13,77)
Penggunaan Dana | Use of Funds
1. Penyaluran Pinjaman | Loan Distribution 52.205.000.000 44.625.000.000 (7.580.000.000) (14,52)
2. Dana Pembinaan | Coaching Fund 2.134.000.000 1.637.432.666 (496.567.334) (23,27)
3. Persekot | Advance 0 0 0
Jumlah Penggunaan Dana | Amount of Use of Funds 54.339.000.000 46.262.432.666 (8.076.567.334) (14,86)
Saldo Program Kemitraan | PK Balance 593.487.933 593.487.933

Dana program kemitraan diperuntukkan bagi The use of funds in the partnership program is intended
penyaluran pinjaman, baik yang dilakukan secara for the disbursement of loans either independently
mandiri maupun melalui sinergi BUMN, serta untuk or through a synergy with SOEs and for coaching of
pembinaan kepada mitra binaan. Sejumlah dana yang assisted partners. The available amount of funds has
telah dialokasikan untuk program kemitraan, telah been distributed to the assisted partners located around
disalurkan kepada para mitra binaan yang berada di the working area of Angkasa Pura II.
wilayah sekitar Angkasa Pura II.
Penyaluran dana program kemitraan pada tahun 2019 Distribution of partnership program funds in 2019
adalah sebesar Rp44,63 miliar, turun sebesar Rp5,56 amounted to Rp44.63 billion, a decrease of Rp5.56 billion
miliar atau 11,08% jika dibandingkan dengan penyaluran or 11.08% when compared to the distribution of funds
dana tahun 2018 yaitu sebesar Rp50,19 miliar. Secara in 2018 which amounted to Rp50.19 billion. The detail
rinci mengenai penyaluran dana program kemitraan about the distribution of partnership program funds can
dapat dilihat dalam tabel berikut: be seen in the following table:
Penyaluran Kemitraan Berdasarkan Sektor Usaha Mitra Binaan

Partnership Distribution Based on Business Sector of Assisted Partners
Sektor Usaha Mitra Binaan

No 2019 2018
Business Sector Assisted Partners
Jumlah Unit Rp Jumlah Unit Rp

Mitra Binaan Rp Mitra Binaan Rp
Number of Number of
Assisted Partners Assisted Partners
1 Industri | Industrial Business Sector 150 6.402.000.000 130 6.338.000.000
2 Perdagangan | Trading Business Sector 485 26.190.000.000 461 24.194.000.000
3 Pertanian | Agriculture Business Sector 9 495.000.000 17 1.000.000.000
4 Peternakan | Livestock Business Sector 16 770.000.000 16 1.025.000.000
5 Perkebunan | Plantation Business Sector 10 1.000.000.000 42 6.000.000.000
6 Perikanan | Fisheries Business Sector 5 133.000.000 13 337.000.000
7 Jasa | Service Business Sector 144 9.315.000.000 139 10.281.000.000
8 Lainnya | Other Business Sector 3 320.000.000 7 1.010.000.000
Jumlah | Total 822 44.625.000.000 825 50.185.000.000
Penyaluran Kemitraan Berdasarkan Wilayah

Regional Partnership Distribution
Wilayah
No 2019 2018
Region

Mitra Binaan Mitra Binaan
Number of Number of
1 Nangroe Aceh Darussalam 41 1.830.000.000 59 2.930.000.000
2 Sumatera Utara | North Sumatra 36 1.160.000.000 40 1.400.000.000

Wilayah
No 2019 2018
Region

Mitra Binaan Rp Mitra Binaan Rp
Number of Number of
3 Sumatera Barat | West Sumatra 55 2.365.000.000 93 8.858.000.000
4 Riau 74 1.847.000.000 65 1.815.000.000
5 Kepulauan Riau/Kepri | Riau Island/Kepri 38 1.208.000.000 38 1.075.000.000
6 Jambi 72 4.220.000.000 39 1.185.000.000
7 Sumatera Selatan | South Sumatra 65 2.380.000.000 50 1.767.000.000
8 Kepulauan Bangka Belitung 41 920.000.000 47 889.000.000

Bangka Belitung Islands
9 DKI Jakarta 36 960.000.000 30 950.000.000
10 Jawa Barat | West Java 57 3.097.000.000 67 4.175.000.000
11 Banten 92 3.200.000.000 74 3.185.000.000
12 Kalimantan Barat | West Kalimantan 116 5.438.000.000 97 3.956.000.000
13 Bali 40 7.000.000.000 42 7.000.000.000
14 Jawa Tengah | Central Java 34 4.500.000.000
15 D.I. Yogyakarta 7 1.000.000.000 32 3.500.000.000
16 Maluku 11 2.000.000.000
17 Jawa Timur | East Java 19 3.000.000.000 7 1.000.000.000
18 Lampung 21 3.000.000.000 0 0
19 Sulawesi Selatan | South Sulawesi 12 2.000.000.000 0 0
Jumlah | Total 822 44.625.000.000 825 50.185.000.000
Pendidikan dan Pelatihan Mitra Binaan Education or Training for Assisted Partners
Dalam melakukan pembinaan kepada mitra binaan, Education program or Training is a form of development
Perseroan memberikan pendidikan dan pelatihan sebagai for assisted partners in order to be tough and
upaya untuk membentuk pelaku usaha agar menjadi independent. Execution of the Education program and
tangguh dan mandiri. Disamping itu, pendidikan dan Training are carried out for Assisted Partners with a goal
pelatihan juga dilaksanakan agar mitra binaan memiliki to enhance their knowledge and insight into a more
wawasan dan pengetahuan yang lebih luas dalam productive way while running their business. Funds
menjalankan usaha, sehingga produktivitas mereka for Education or Training for Assisted Partners in 2019
dapat meningkat. Dana Pendidikan dan pelatihan yang amounted at Rp1.64 billion
dianggarkan oleh Perseroan bagi para pelaku usaha pada
tahun 2019, adalah sebesar Rp1,64 miliar.

2. Program Bina Lingkungan 2. Community Development Program

Program Bina Lingkungan merupakan partisipasi Community development program is part of community
Perseroan dalam upaya peningkatan kesejahteraan empowerment through various contributions for
masyarakat melalui pemberian berbagai bantuan community welfare improvement. Community
kepada masyarakat. Bantuan yang disalurkan development program is distributed in a form of:
oleh Perseroan melalui program bina lingkungan,
dilaksanakan dalam bentuk:
a. Bantuan Korban Bencana Alam. a. Natural Disasters Assistance
b. Bantuan Sarana Ibadah. b. Worship Facilities Assistance
c. Bantuan Sarana Pendidikan. c. Educational Facilities Assistance
d. Bantuan Sarana Kesehatan. d. Health Facilities Assistance
e. Bantuan Sarana Umum. e. Public Facilities Assistance
f. Bantuan Untuk Pelestarian Alam (Penghijauan). f. Nature Preservation Assistance
g. Bantuan Sosial Kemasyarakatan Dalam Rangka g. Social Communities to Alleviate Poverty Assistance
Pengentasan Kemiskinan.
Bantuan yang diberikan oleh Perseroan, diprioritaskan These contributions are prioritized for the area around
bagi daerah yang berada disekitar bandara atau the Airports or Branch Offices of Angkasa Pura II. In
kantor cabang Angkasa Pura II, tujuannya adalah agar general, the implementation of Community Development
pemberian bantuan tersebut tepat sasaran, sehingga Program has right on target so that communities living
kondisi sosial masyarakat mengalami kenaikan, tercipta around them have felt the benefits, thus it can be shown
situasi yang tertib, aman, dan nyaman, khususnya di in their better social condition, which affect a better
wilayah sekitar tempat usaha Angkasa Pura II. condusive security and orderliness nearby Angkasa Pura
II workplace.
Berikut adalah tabel perbandingan antara Rencana Kerja The following is a comparison table between the 2019
Anggaran Tahun 2019 dengan realisasi pelaksanaan Budget Work Plan and the realization of the 2019
program Bina Lingkungan Tahun 2019: Community Development program:
Berdasarkan Jenis Bantuan

By Type of Assistance
Jenis Bantuan Target RKA 2019 Realisasi 2019 Realisasi 2018

No
Description 2019 RKA Target 2019 Realization 2018 Realization
1 Bantuan Korban Bencana Alam 1.060.209.900 241.051.130 1.031.808.220

Natural Disasters Assistance
2 Bantuan Pendidikan/Pelatihan 7.470.132.000 9.204.270.984 14.407.515.929

Educational/Training Assistance
3 Bantuan Peningkatan Kesehatan 5.010.000.000 2.707.411.813 2.787.005.995

Health Improvement Assistance
4 Bantuan Pengembangan Prasarana dan Sarana 5.663.416.000 6.599.454.327 13.508.145.100

Development of Public Facilities Assistance
5 Bantuan Sarana Ibadah 5.715.300.000 5.149.693.869 8.285.973.303

Development of Worship Facilities Assistance
6 Bantuan Pelestarian Alam 1.320.000.000 2.015.505.433 517.050.000

Nature Preservation Assistance
7 Bantuan Pengentasan Kemiskinan 5.675.000.000 5.848.954.406 4.819.084.300

Poverty Alleviation Assistance
Jumlah | Total 31.914.057.900 31.766.341.962 45.356.582.847

Berdasarkan Wilayah
By Region
Wilayah
No 2019 2018
Region
1 Nangroe Aceh Darussalam 2.108.890.000 2.129.843.000
2 Sumatera Utara | North Sumatra 1.526.053.652 2.013.661.900
3 Sumatera Barat | West Sumatra 795.550.838 772.126.500
4 Riau 1.044.004.231 1.329.901.339
5 Kepulauan Riau/Kepri | Riau Island/Kepri 1.324.822.361 1.597.585.100
6 Jambi 1.127.450.777 1.182.339.400
7 Sumatera Selatan | South Sumatra 1.280.000.000 1.301.446.195
8 Kepulauan Bangka Belitung | Bangka Belitung Islands 1.742.029.346 2.427.046.950
9 DKI Jakarta 900.000.000 1.030.390.525
10 Jawa Barat | West Java 2.099.946.464 2.379.251.920
11 Banten 16.385.811.483 27.655.908.268
12 Kalimantan Barat | West Kalimantan 1.431.782.810 1.537.081.750
Jumlah | Total 31.766.341.962 45.356.582.847
Penyaluran bantuan bina lingkungan tahun 2019 antara Below is the distribution of environmental development
lain: program in 2019:
a. Bantuan Sarana Pendidikan dan Pelatihan a. Educational and Training Facilities Assistance
• Program Gerakan Indonesia Belajar Pemberian 99 • Indonesia Learning Movement Program Providing
buah gadget berupa tablet untuk SDN Telagasari 99 gadgets in the form of tablets for SDN
dan SDN Sewan Kebon 2 Kota Tangerang. Telagasari and SDN Sewan Kebon 2, Tangerang
City.
• Pelatihan Tour Guide di Tanjung Pinang. • Tour Guide Training in Tanjung Pinang.
• Pelatihan pembuatan Handycraft dalam • Handicraft manufacturing training in the
rangka peningkatan kemandirian ekonomi di context of increasing economic independence in
Blangbintang dan Kutobaro. Blangbintang and Kutobaro.
• Pelatihan fotografi dan pelatihan desain grafis • Photography training and graphic design
untuk 100 anak milenial di sekitar bandara Halim training for 100 millennial children around Halim
Perdanakusuma. Perdanakusuma airport.
• Pembangunan ruang kelas kelas Madrasah • Construction of Miftahul Ihsan Madrasah
Miftahul Ihsan di Bandung, Jawa Barat. classrooms in Bandung, West Java.
• Pelatihan bimbingan teknis dan uji kompetensi • Technical guidance training and Tour Guide
Tour Guide di Pangkal Pinang, Provinsi Bangka competency test in Pangkal Pinang, Bangka
Belitung. Belitung Province.
• Pelatihan motivasi siswa siswi SMA “Kunci Sukses • Motivation training for high school students
Generasi Sukses Masa Kini” di Kota Jambi. “The Key to Today’s Successful Generation” in
Jambi City.

• Bantuan mobil perpustakaan keliling Dinas • Mobile library car assistance for Department of
Kearsipan dan Perpustakaan Kota Jambi. Archives and Library of Jambi City.
• Pelatihan fashion design dan digital marketing • Fashion design and digital marketing training in
di Pekanbaru. Pekanbaru.
b. Bantuan Kesehatan b. Health Assistance

• Donor darah dalam rangka HUT PT. Angkasa Pura • Blood donation in celebrating birthday of PT.
II, di kantor cabang Sultan Syarif Kasim II, Halim Angkasa Pura II, at the Sultan Syarif Kasim II
Perdanakusuma. branch office, Halim Perdanakusuma.
• Pemberian 62 unit kursi roda di kantor cabang • Provision of 62 units of wheelchairs at the Sultan
Sultan Syarif Kasim II, Pekanbaru. Syarif Kasim II branch office, Pekanbaru.
• Khitanan masal sebanyak 205 anak dalam rangka • Mass circumcision as many as 205 children in
HUT PT. Angkasa Pura II di kantor cabang Supadio, celebrating birthday of PT. Angkasa Pura II at
dan Halim Perdanakusuma. Supadio and Halim Perdanakusuma branch
offices.
• Pengobatan gratis untuk 1.000 orang, pemberian • Free medical treatment for 1,000 people,
400 buah kacamata gratis dan 120 alat bantu providing 400 free glasses and 120 hearing aids
dengar untuk masyarakat di sekitar kota dan to the community around the city and district of
kabupaten Tangerang. Tangerang.
c. Bantuan Pengentasan Kemiskinan c. Poverty Alleviation Assistance

• Kegiatan Pasar Murah dan Santunan anak • Cheap Market Activities and Orphan Donations for
Yatim Piatu dalam rangka Natal dan Tahun Christmas and New Year in Pontianak, Silangit,
Baru di Pontianak, Silangit, Tanjung Pinang dan Tanjung Pinang and Palangkaraya.
Palangkaraya.
• Bantuan Bedah Rumah Tidak Layak Huni di • Assistance for Renovation of Non-Livable Houses
Kelurahan Pajajaran, Kelurahan Cempaka, in Pajajaran Village, Cempaka Village, Kuto Baru
Kecamatan Kuto Baru, Tanjung Pinang, Pangkal District, Tanjung Pinang, Pangkal Pinang, and
Pinang, dan Tangerang. Tangerang.
d. Bantuan Bencana Alam d. Natural Disasters Assistance

• Bantuan untuk bencana alam gempa di Maluku. • Assistance for earthquake natural disasters
in Maluku.
• Bantuan 1000 sak semen untuk korban banjir • Assistance of 1,000 bags of cement for flood
di Solok. victims in Solok.
e. Bantuan Sarana Umum e. Public Facilities Assistance

• Pemberian 5 unit motor sampah dan 50 unit • Provision of 5 units of garbage bikes and 50 units
tempat sampah di daerah Aceh besar. of trash bin in the greater Aceh area.
• Gerobak baca dan Buku di Puskesmas Sukaraja • Reading carts and books at Sukaraja Health
dan Puskesmas Ibrahiem Adjie. Center and Ibrahiem Adjie Health Center.
• Pemberian fasilitas alat pemadam untuk • Provision of fire extinguishers for the Fire Concern
Masyarakat Peduli Api, di Pontianak. Community, in Pontianak.
• Sharing dana pembuatan Patung Fatmawati di • Provision of funds to make Fatmawati Statue in
Bengkulu. Bengkulu.

f. Bantuan Sarana Ibadah f. Worship Facilities Assistance

• Pemberian 15 Keranda dan tempat mandi jenazah • Provision of 15 coffins and a mortuary in the
di Masjid sekitar Bandara Sultan Thaha, Jambi. mosque around Sultan Thaha Airport, Jambi.
• Bantuan kursi plastic untuk Klenteng Shang Yang • Plastic chair assistance for Shang Yang Bakti
Bakti di Desa Kayu Besi Kecamatan Namang Temple in Kayu Besi Village, Namang District,
Kabupaten Bangka Tengah. Central Bangka Regency.
g. Bantuan Pelestarian Alam g. Nature Preservation Assistance

• Bantuan 700 bibit pohon produktif di kabupaten • Assistance of 700 productive tree seedlings in
Bangka Tengah. Central Bangka district.
• Pembuatan ekowisata di Kecamatan Blang • Making ecotourism in Blang Bintang District. Aceh
Bintang Kab. Aceh Besar. Besar.
Biaya Yang Dikeluarkan Cost incurred

Biaya yang dikeluarkan oleh Perseroan untuk melaksanakan Costs incurred by the Company to carry out social and
kegiatan tanggung jawab sosial dan kemasyarakatan pada community responsibility activities in 2019 through the
tahun 2019 melalui program kemitraan dan bina lingkungan partnership and community development program (PKBL)
(PKBL) adalah sebesar Rp76,39 miliar dengan rincian amounted to Rp76.39 billion with details of the partnership
program kemitraan sebesar Rp44,63 miliar dan program bina program amounting to Rp44.63 billion and community
lingkungan sebesar Rp31,77 miliar. development program amounting to Rp31.77 billion.

LAPORAN KEUANGAN
KONSOLIDASIAN
Consolidated Financial Statements

08


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 2019 AS OF DECEMBER 31, 2019
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 ............. 9-165 ....... 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 2019 December 31, 2019
(Disajikan dalam Rupiah, kecuali dinyatakan lain) (Expressed in Rupiah, unless otherwise stated)
Disajikan kembali - Catatan 4/

As restated - Note 4
1 Januari 2018/
31 Desember 2017/
Catatan/ 31 Desember 2019/ 31 Desember 2018/ January 1, 2018/
Notes December 31, 2019 December 31, 2018 December 31, 2017
ASET ASSETS
ASET LANCAR CURRENT ASSETS

2e,2f
Kas dan setara kas 2aa,5,43 3.424.094.211.192 3.786.755.711.553 6.152.700.002.165 Cash and cash equivalents
Piutang usaha, bersih 2f,2aa,6,43 1.442.487.935.626 1.368.627.073.332 948.426.147.713 Trade receivables, net
Piutang lain-lain, bersih 2f,2aa,7,43 74.271.645.469 63.385.851.831 55.979.465.287 Other receivables, net
Persediaan 2g,8 24.059.502.684 23.582.233.765 20.157.834.407 Inventories
Pajak dibayar di muka 2r,21a 333.262.533.655 208.495.934.628 105.509.549.213 Prepaid taxes
Uang muka 9 86.695.232.739 89.908.083.140 83.541.765.538 Advances
Biaya dibayar di muka 2h,10 56.310.659.186 59.181.886.630 41.628.550.940 Prepaid expenses
Aset keuangan yang tersedia Available-for-sale financial
untuk dijual - bagian lancar 2aa,12 10.180.000.000 12.018.400.000 - assets - current portion
Pendapatan yang masih
harus diterima 2f,11 512.903.865.795 482.126.105.772 422.875.412.693 Accrued revenue
TOTAL ASET LANCAR 5.964.265.586.346 6.094.081.280.651 7.830.818.727.956 TOTAL CURRENT ASSETS
ASET TIDAK LANCAR NON-CURRENT ASSETS

untuk dijual - bagian tidak lancar 2aa,12 62.790.400.000 69.168.663.000 92.175.300.000 assets - non-current portion
Penyertaan saham 2i,13 428.001.399.752 191.831.888.886 212.534.797.292 Investments in shares of stock
Uang muka pembelian tanah 14 3.316.002.785.219 3.208.150.950.194 535.980.966.175 Advance for land acquisition
Properti investasi, bersih 2k,15 75.227.374.501 75.993.129.392 76.758.884.283 Investment properties, net
Aset tetap, bersih 2j,16 33.506.683.261.071 29.367.896.002.269 24.429.351.782.122 Fixed assets, net
Estimasi tagihan pajak 2r,21b 459.333.257.714 111.309.571.843 40.373.799.428 Estimated claims for refundable tax
Aset pajak tangguhan, bersih 2r,21f 67.652.175.200 47.604.602.525 64.795.850.180 Deferred tax assets, net
Aset tidak lancar lain-lain 2l,2aa,17 118.074.128.590 152.324.178.303 116.622.364.920 Other non-current assets
TOTAL ASET TIDAK LANCAR 38.033.764.782.047 33.224.278.986.412 25.568.593.744.400 TOTAL NON-CURRENT ASSETS
TOTAL ASET 43.998.030.368.393 39.318.360.267.063 33.399.412.472.356 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)
1 Januari 2018/
31 Desember 2017/
LIABILITAS DAN EKUITAS LIABILITIES AND EQUITY
LIABILITAS JANGKA PENDEK CURRENT LIABILITIES

Utang usaha 2f,2aa,18,43 408.397.617.755 248.928.561.623 177.138.779.870 Trade payables
Utang lain-lain 2j,2aa,19 2.391.330.891.966 2.459.788.230.506 2.117.585.709.386 Other payables
Beban akrual 2n,2aa,20 1.396.542.137.591 1.513.118.414.207 1.425.952.287.042 Accrued expenses
Utang pajak 2r,21c 90.862.815.720 104.484.811.449 140.853.407.995 Taxes payable
Liabilitas dana pensiun 22 30.573.571.049 28.695.971.064 21.563.542.632 Pension fund liabilities
Pendapatan yang diterima di muka 2f,2p,23 196.609.797.290 153.824.226.660 166.962.635.002 Unearned revenues
Liabilitas imbalan kerja Short-term employee
jangka pendek 2o,2aa,26a 240.201.253.449 216.955.643.164 173.744.167.143 benefit liabilities
Bagian jangka pendek utang bank Current maturities of long-
jangka panjang 2m,2aa,24a 585.388.500.000 335.334.333.333 133.466.336.718 term bank loans
TOTAL LIABILITAS
JANGKA PENDEK 5.339.906.584.820 5.061.130.192.006 4.357.266.865.788 TOTAL CURRENT LIABILITIES
LIABILITAS JANGKA PANJANG NON-CURRENT LIABILITIES

Pinjaman jangka panjang: 2m,2aa Long-term loans:
Utang bank jangka panjang 2f,24a,43 10.300.247.308.156 6.777.476.088.616 4.205.092.117.441 Long-term bank loans
Utang obligasi 24b 2.739.857.615.285 2.737.654.866.132 1.994.233.527.110 Bonds payable
Utang jaminan pelanggan 2aa,25 27.020.229.649 21.485.456.215 14.715.689.193 Customers deposits
Utang jangka panjang lainnya 2f,2aa 41.079.508.873 41.549.332.225 19.651.121.404 Other long-term payables
Liabilitas pajak tangguhan 2r,21f 522.505.012.962 314.641.057.230 147.577.145.173 Deferred tax liabilities
Liabilitas imbalan kerja 2o,26b 584.605.223.307 395.843.292.523 333.632.221.519 Employee benefits liabilities
Dana program tunjangan hari tua 27 - 2.144.544.730 382.637.262 Retirement program funds
TOTAL LIABILITAS JANGKA TOTAL NON-CURRENT

PANJANG 14.215.314.898.232 10.290.794.637.671 6.715.284.459.102 LIABILITIES
TOTAL LIABILITAS 19.555.221.483.052 15.351.924.829.677 11.072.551.324.890 TOTAL LIABILITIES
2


KONSOLIDASIAN (lanjutan) FINANCIAL POSITION (continued)

1 Januari 2018/
31 Desember 2017/
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 2019 dan in 2019 and
tahun 2018 dan 2017 in 2018 and 2017
Modal ditempatkan dan Issued and fully
disetor penuh - paid capital -
tahun 2018 dan 2017 28 15.971.652.000.000 7.000.000.000.000 7.000.000.000.000 in 2018 and 2017
Tambahan modal disetor 2z,4 (59.048.538.134) - - Additional paid-in capital
Modal disetor lainnya 29 - 4.434.923.823.602 4.752.112.049.937 Other paid-in capital
Komponen ekuitas lainnya 30 869.462.020.868 869.462.020.868 552.273.794.533 Other components of equity
Rugi komprehensif lain (316.390.911.302) (243.521.707.600) (212.770.072.171) Other comprehensive loss
Selisih ekuitas entitas anak 32 (26.316.798.626) (26.316.798.626) (26.316.798.626) Equity difference of subsidiary
Ekuitas merging entity - 349.450.607.500 288.727.447.019 Merging entity equity
Saldo laba Retained earnings
Dicadangkan 31 7.072.640.364.594 10.137.428.750.204 8.529.641.394.521 Appropriated
Belum dicadangkan 548.808.292.108 1.444.746.318.905 1.442.870.556.800 Unappropriated
Ekuitas yang dapat diatribusikan Equity attributable to owner of

kepada pemilik entitas induk 24.060.806.429.508 23.966.173.014.853 22.326.538.372.013 the parent entity
Kepentingan nonpengendali 382.002.455.833 262.422.533 322.775.453 Non-controlling interests
TOTAL EKUITAS 24.442.808.885.341 23.966.435.437.386 22.326.861.147.466 TOTAL EQUITY
TOTAL LIABILITAS DAN EKUITAS 43.998.030.368.393 39.318.360.267.063 33.399.412.472.356 TOTAL LIABILITIES AND EQUITY
3


LAPORAN LABA RUGI DAN PENGHASILAN CONSOLIDATED STATEMENT OF PROFIT OR LOSS
KOMPREHENSIF LAIN KONSOLIDASIAN AND OTHER COMPREHENSIVE INCOME
Untuk Tahun Yang Berakhir Pada For The Year Ended
Tahun yang berakhir pada tanggal 31 Desember/

Years ended December 31,
Disajikan kembali
Catatan 4/
Catatan/ As restated - Note 4
2019 Notes 2018
PENDAPATAN USAHA 2s,33 OPERATING REVENUES

Pendapatan aeronautika 5.759.574.609.569 6.009.880.307.720 Aeronautical revenues
Pendapatan non-aeronautika 5.324.659.506.095 5.183.429.279.482 Non-aeronautical revenues
TOTAL 11.084.234.115.664 11.193.309.587.202 TOTAL
Beban pegawai (2.231.734.949.879) 2s,34 (2.085.328.550.723) Employee expenses

Beban operasional bandara (5.180.941.217.008) 2s,35 (4.710.113.129.874) Airport operation expenses
General and administrative
Beban umum dan administrasi (1.312.442.880.879) 2s,36 (1.212.399.024.683) expenses
Beban pemasaran (22.092.117.390) 2s,37 (34.214.715.961) Marketing expenses
Pendapatan lain-lain 225.355.991.492 2s,38 60.880.158.280 Other income
Beban lain-lain (119.611.513.287) 2s,39 (111.459.248.189) Other expenses
LABA USAHA 2.442.767.428.713 3.100.675.076.052 OPERATING PROFIT
Penghasilan keuangan 152.803.094.116 2s,40 272.959.159.497 Finance income

Pajak final atas
penghasilan keuangan (30.633.465.128) 2r (53.683.683.528) Final tax on finance income
Beban keuangan (795.854.208.984) 2s,41 (476.942.208.730) Finance costs
Bagian rugi entitas asosiasi (55.364.133.788) 13 (20.646.928.815) Equity loss of associates entities
LABA SEBELUM BEBAN PROFIT BEFORE

PAJAK FINAL FINAL TAX EXPENSE
DAN BEBAN PAJAK AND CORPORATE
PENGHASILAN BADAN 1.713.718.714.929 2.822.361.414.476 INCOME TAX EXPENSE
Beban pajak final (141.192.429.077) 2r (113.600.103.801) Final tax expense
LABA SEBELUM PAJAK PROFIT BEFORE

PENGHASILAN BADAN 1.572.526.285.852 2.708.761.310.675 CORPORATE INCOME TAX
BEBAN PAJAK CORPORATE

PENGHASILAN BADAN, BERSIH (565.270.136.381) 2r,21d (750.819.381.673) INCOME TAX EXPENSE, NET
PROFIT FOR THE YEAR

LABA TAHUN BERJALAN AFTER EFFECT OF MERGING
SETELAH EFEK PENYESUAIAN ENTITY’S PROFIT
LABA MERGING ENTITY 1.007.256.149.471 1.957.941.929.002 ADJUSTMENT
4


(lanjutan) (continued)
Tanggal 31 Desember 2019 December 31, 2019

Disajikan kembali
Catatan 4/
2019 Notes 2018
PENGHASILAN (RUGI) OTHER COMPREHENSIVE

KOMPREHENSIF LAIN INCOME (LOSS)
Pos-pos yang akan Item that will be

direklasifikasi ke laba rugi reclassified to profit or loss
periode berikutnya in subsequent period changes
Perubahan nilai wajar aset Changes in fair value of available-
keuangan tersedia untuk dijual 3.783.337.000 12 (7.988.237.000) for-sale financial assets
Pos-pos yang tidak akan Item that will not be

periode berikutnya in subsequent period
Pengukuran kembali Remeasurement of
program imbalan pasti (121.391.387.547) 26b (12.615.595.688) defined benefit plans
Efek beban pajak penghasilan 30.347.846.886 2r,21e 3.154.069.838 Effect on income tax expense
Bagian laba (rugi) komprehensif Other comprehensive income
dari entitas asosiasi (66.355.345) 1.031.870.409 (loss) from associate company
RUGI KOMPREHENSIF LAIN OTHER COMPREHENSIVE

TAHUN BERJALAN LOSS FOR THE YEAR
SETELAH PAJAK (87.326.559.006) (16.417.892.441) AFTER TAX
TOTAL LABA TOTAL COMPREHENSIVE

KOMPREHENSIF TAHUN INCOME FOR THE YEAR
BERJALAN SETELAH EFEK AFTER EFFECT OF MERGING
PENYESUAIAN LABA ENTITY’S INCOME
MERGING ENTITY 919.929.590.465 1.941.524.036.561 ADJUSTMENT
Penyesuaian atas laba Adjustment of merging

merging entity: entity’s profit:
Pemilik entitas induk 2.607.952.386 (14.496.734.805) Owner of the parent entity
Kepentingan non-pengendali 5.737.495.248 (31.892.816.570) Non-controlling interests
8.345.447.634 (46.389.551.375)
JUMLAH 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 1.018.280.043.377 1.911.610.117.788 Owner of the parent entity
Kepentingan non-pengendali (2.678.446.273) (57.740.162) Non-controlling interests
1.015.601.597.104 1.911.552.377.626
5



Disajikan kembali
Catatan 4/
2019 Notes 2018
Penyesuaian penghasilan
komprehensif lainnya Adjustment of merging entity’s
atas merging entity: other comprehensive income:
Pemilik entitas induk 7.516.227.045 (18.975.987.651) Owner of the parent entity
Kepentingan non-pengendali 16.535.699.499 (41.747.172.831) Non-controlling interests
24.051.926.544 (60.723.160.482)
JUMLAH PENGHASILAN TOTAL OTHER

KOMPREHENSIF LAINNYA COMPREHENSIVE
TAHUN BERJALAN SEBELUM INCOME FOR THE YEAR
EFEK PENYESUAIAN BEFORE EFFECT OF
PENGHASILAN KOMPREHENSIF MERGING ENTITY’S
LAIN MERGING ENTITY OTHER COMPREHENSIVE
YANG DAPAT DIATRIBUSIKAN INCOME ADJUSTMENT
KEPADA: ATTRIBUTABLE TO:
Pemilik entitas induk 950.319.114.334 1.880.858.482.358 Owner of the parent entity
Kepentingan non-pengendali (6.337.597.326) (57.606.281) Non-controlling interests
943.981.517.008 1.880.800.876.077
Laba per saham 74.171 2x,42 273.087 Earnings per share
Laba per saham dilusian 68.345 2x,42 163.803 Diluted earnings per share
6
The original consolidated financial statements included herein are in the Indonesian language.

Human Resources

Sumber Daya Manusia
2019 Annual Report

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 Rugi
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 loss Appropriated Unappropriated Total interests Total equity
Saldo tanggal 31 Desember 2017 Balance as of December 31, 2017

(dilaporkan sebelumnya) 7.000.000.000.000 - 4.752.112.049.937 552.273.794.533 (26.316.798.626) - (212.770.072.171) 8.529.641.394.521 1.442.870.556.800 22.037.810.924.994 322.775.453 22.038.133.700.447 (As previously reported)
Dampak penyajian kembali 4 - - - - - 288.727.447.019 - - - 288.727.447.019 - 288.727.447.019 Impact of restatement

(disajikan kembali - Catatan 4) 7.000.000.000.000 - 4.752.112.049.937 552.273.794.533 (26.316.798.626) 288.727.447.019 (212.770.072.171) 8.529.641.394.521 1.442.870.556.800 22.326.538.372.013 322.775.453 22.326.861.147.466 (As restated - Note 4)
Pengurangan penyertaan modal pemerintah 30 - - (317.188.226.335) 317.188.226.335 - - - - - - - - Deduction of government contribution

Dividen 31 - - - - - - - - (301.947.000.000) (301.947.000.000) (2.746.639) (301.949.746.639) Dividend
Cadangan umum 31 - - - - - - - 1.607.787.355.683 (1.607.787.355.683) - - - GeneraI reserve
Laba tahun berjalan - - - - - - (14.333.742.988) - 1.911.610.117.788 1.897.276.374.800 (57.740.162) 1.897.218.634.638 Profit for the year
Penghasilan (rugi) komprehensif lain: Other comprehensive income (loss):
Pengukuran kembali program imbalan pasti 26 - - - - - - (9.461.525.850) - - (9.461.525.850) 133.881 (9.461.391.969) Remeasurement of defined benefit plan
Analisa dan Pembahasan Manajemen
Perubahan nilai wajar aset keuangan Changes of fair value of

tersedia untuk dijual 12 - - - - - - (7.988.237.000) - - (7.988.237.000) - (7.988.237.000) available-for-sale financial assets
Bagian rugi komprehensif dari entitas asosiasi - - - - - - 1.031.870.409 - - 1.031.870.409 - 1.031.870.409 Other comprehensive loss from associate company
Laba proforma merging entity - - - - - 60.723.160.481 - - - 60.723.160.481 - 60.723.160.481 Proforma income from merging entity

(disajikan kembali - Catatan 4) 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 (As restated - Note 4)
Penggunaan saldo laba dicadangkan 28 4.536.728.176.398 - - - - - - (4.536.728.176.398) - - - - Proceed of appropriated retained earnings
Konversi modal disetor lainnya ke modal saham 28, 29 4.434.923.823.602 - (4.434.923.823.602) - - - - - - - - - Conversion other paid-in capital to share capital
Dividen 31 - - - - - - - - (439.670.327.000) (439.670.327.000) (9.202.280) (439.679.529.280) Dividend
Cadangan umum 31 - - - - - - - 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 26 - - - - - - (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
Tata Kelola Perusahaan

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.
Tanggung Jawab Sosial Perusahaan
459
7


LAPORAN ARUS KAS KONSOLIDASIAN CONSOLIDATED STATEMENT OF CASH FLOWS

Disajikan kembali
Catatan 4/
2019 Notes 2018
ARUS KAS DARI CASH FLOWS FROM

AKTIVITAS OPERASI OPERATING ACTIVITIES
Penerimaan dari pelanggan 10.881.188.634.900 10.587.119.456.361 Receipts from customers
Pembayaran kepada pemasok Payments to suppliers
dan pihak ketiga lainnya (5.172.339.093.770) (4.435.399.656.683) and other third parties
Pembayaran kepada karyawan (2.035.809.792.736) (1.977.888.261.015) Payments to employees
Pembayaran pajak (863.369.337.203) (727.124.997.786) Payments for taxes
Pembayaran beban bunga (795.854.208.984) (476.942.208.730) Payment of interest expense
Penerimaan pendapatan bunga 122.169.628.987 219.275.475.969 Receipt of interest income
Pembayaran lainnya (40.248.726.215) (41.483.803.591) Other payments
Kas bersih yang diperoleh dari Net cash provided by

aktivitas operasi 2.095.737.104.979 3.147.556.004.525 operating activities

AKTIVITAS INVESTASI INVESTING ACTIVITIES
Perolehan aset tetap dan Acquisition of fixed assets and
uang muka pembelian tanah (5.695.390.700.612) 14,16 (8.721.946.649.246) advance for land acquisition
Penerimaan dari penjualan aset tetap 187.680.217.564 2.582.678.614 Proceeds from sales of fixed asset
Additional investment
Penambahan penyertaan saham (291.600.000.000) - in shares of stocks
Hasil penjualan aset keuangan Proceed from the sale of financial
tersedia untuk dijual 12.000.000.000 3.000.000.000 assets available-for-sale
Kas bersih yang digunakan untuk Net cash used in

aktivitas investasi (5.787.310.483.048) (8.716.363.970.632) investing activities

AKTIVITAS PENDANAAN FINANCING ACTIVITIES
Penerimaan pinjaman jangka panjang: Proceeds from long-term loans:
Utang bank jangka panjang 4.110.309.262.998 24a 2.917.067.694.844 Long-term bank loans
Utang obligasi - 24b 750.000.000.000 Bonds payable
Pembayaran utang bank (335.336.000.000) 24a (133.554.258.848) Payment of bank loans
Pembayaran biaya Payments of transaction costs
transaksi utang bank (6.391.058.290) (21.108.941.710) for bank loans
Pembayaran biaya Payments of transaction costs
transaksi utang obligasi - (7.593.818.791) for bonds payable
Pembayaran dividen kas (439.670.327.000) 31 (301.947.000.000) Payments of cash dividend

aktivitas pendanaan 3.328.911.877.708 3.202.863.675.495 financing activities
PENURUNAN BERSIH NET DECREASE IN

KAS DAN SETARA KAS (362.661.500.361) (2.365.944.290.612) CASH AND CASH EQUIVALENTS
KAS DAN SETARA KAS CASH AND CASH EQUIVALENTS

AWAL TAHUN 3.786.755.711.553 5 6.152.700.002.165 AT BEGINNING OF YEAR

AKHIR TAHUN 3.424.094.211.192 5 3.786.755.711.553 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 2019 dan untuk As of December 31, 2019 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 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, SH.,
diantaranya tentang perubahan modal saham M.Kn., regarding, among others, changes in
Perusahaan. Akta tersebut telah diberitahukan share capital of the Company. The deed has
kepada Menteri Hukum dan Hak Asasi Manusia been reported to the Minister of Law and
Republik Indonesia dan memperoleh surat Human Rights of the Republic of Indonesia and
penerimaan pemberitahuan No. AHU- has been acknowledged through its letter of
AH.01.03-0189035 tanggal 5 April 2019 acknowledgement No. AHU-AH.01.03-
(Catatan 28). 0189035 dated April 5, 2019 (Note 28).
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.



1. UMUM (lanjutan) 1. GENERAL (continued)
a. Pendirian Perusahaan (lanjutan) a. The Company’s Establishment (continued)
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 16 (enam Company currently have 16 (sixteen) 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 14) Banyuwangi Airport
15) Bandar Udara Internasional Jawa Barat, 15) West Java International Airport, Kertajati
Kertajati
16) Bandar Udara Tjilik Riwut, Palangkaraya 16) Tjilik Riwut Airport, Palangkaraya
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 2019, of Commissioners and Directors as of
2018 dan 2017 adalah sebagai berikut: December 31, 2019, 2018 and 2017 were as
follows:
31 Desember 2019/ 31 Desember 2018/ 31 Desember 2017/

December 31, 2019 December 31, 2018 December 31, 2017
Dewan Komisaris Board of Commissioners

Komisaris Utama Iswan Elmi (Plt) Rhenald Kasali Rhenald Kasali President Commissioner
Komisaris Independen Mujahidin Harpin Ondeh Mujahidin Harpin Ondeh Mujahidin Harpin Ondeh Independent Commissioner
Komisaris Andus Winarno Iswan Elmi Iswan Elmi Commissioner
Komisaris Mohamad Pramintohadi Imam Bustomi Imam Bustomi Commissioner
Komisaris Dodi Iskandar Mohamad Pramintohadi Maryati Karma Commissioner
Komisaris - Sukarno - Commissioner
10



b. Dewan Komisaris dan Direksi, Komite Audit b. Board of Commissioners and Directors,
dan Karyawan (lanjutan) Audit Committee and Employees
(continued)
Susunan Dewan Komisaris dan Direksi The compositions of the Company’s Board
Perusahaan pada tanggal 31 Desember 2019, of Commissioners and Directors as of
2018 dan 2017 adalah sebagai berikut: December 31, 2019, 2018 and 2017 were as
(lanjutan) follows: (continued)
Direksi Directors
Direktur Utama Muhammad Awaluddin Muhammad Awaluddin Muhammad Awaluddin President Director
Wakil Direktur Utama Edwin Hidayat Abdullah - - Vice President Director
Direktur Djoko Murjatmodjo Djoko Murjatmodjo Djoko Murjatmodjo Director
Direktur Daan Achmad Daan Achmad Daan Achmad Director
Direktur Ituk Herarindri Ituk Herarindri Ituk Herarindri Director
Direktur Bayu Rafisukmawan Andra Y. Agussalam Andra Y. Agussalam Director
Direktur Ajar Setiadi Tina T. Kemala Intan Tina T. Kemala Intan Director
Direktur Armand Hermawan - - Director
Susunan Komite Audit Perusahaan pada The composition of the Company’s Audit
tanggal 31 Desember 2019, 2018 dan 2017 Committee as of December 31, 2019, 2018 and
adalah sebagai berikut: 2017 are as follows:
Komite Audit Audit Committee

Ketua/Anggota Mujahidin Harpin Ondeh Mujahidin Harpin Ondeh Mujahidin Harpin Ondeh Chairman/Member
Wakil Ketua/Anggota Andus Winarno Imam Bustomi Imam Bustomi Vice Chairman/Member
Wakil Ketua/Anggota Dodi Iskandar - - Vice Chairman/Member
Anggota Irwanda Wisnu Wardhana Irwanda Wisnu Wardhana Irwanda Wisnu Wardhana Member
Anggota Dewi Hanggraeni Dewi Hanggraeni 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 Rp88.376.137.432 amounted to Rp88,376,137,432 and
dan Rp68.707.199.059 untuk tahun yang Rp68,707,199,059 for the year ended
berakhir pada tanggal 31 Desember 2019 dan December 31, 2019 and 2018.
2018.
Pada tanggal 31 Desember 2019 dan 2018, On December 31, 2019 and 2018, the number
jumlah karyawan tetap Kelompok Usaha of permanent employees of the Group are
masing-masing sebanyak 7.144 dan 7.084. 7,144 and, 7,084 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 2019 dan 2018 diselesaikan dan subsidiaries as of December 31, 2019
diotorisasi untuk terbit oleh Direksi Perusahaan and 2018 are completed and authorized for
pada tanggal 31 Maret 2020. Direksi issuance on March 31, 2020. The Company’s
Perusahaan yang menandatangani Surat Directors who signed the Directors’ statement
Pernyataan Direksi bertanggung jawab atas are responsible for the fair preparation and
penyusunan dan penyajian wajar laporan presentation of such consolidated financial
keuangan 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 2019 2018 2019 2018
Kepemilikan Langsung/Direct Ownership
PT Angkasa Pura Solusi Penyedia jasa aviation security (avsec), Jakarta 99,99 99,99 1.303.968.338.504 974.249.531.255
(“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 Jakarta 99,95 99,95 441.853.442.774 421.090.478.165
(“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 Jakarta 99,93 99,93 231.314.868.884 239.871.609.620
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 42.348.538.039 10.000.000.000
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 31,25 1.363.184.643.494 1.016.223.155.899
(“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 Jakarta 80,00 80,00 34.274.098.298 5.000.000.000
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 2019 2018 2019 2018
Kepemilikan Tidak Langsung/ Indirect Ownership

Dimiliki melalui/Owned through APS
PT Angkasa Pura Solusi Melakukan usaha dibidang aktivitas Jakarta 99,00 - 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 2019 ownerships of APS as of December 31, 2019
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 2019 2018 2019 2018
KSO AP Solusi Menyediakan jasa pelayanan Halim, 51 51 5.000.821.826 4.164.731.389
Premair penumpang di bandara (ruang Jakarta
tunggu)/Providing passengers service in
airport (lounge).
KSO AP Solusi Menyediakan jasa pelayanan Tangerang 60 60 4.854.827.988 5.243.837.059
Mandai Prima penumpang di bandara (ruang
airport (lounge).
KSO AP Solusi Blue Menyediakan jasa pelayanan Medan 51 51 23.290.006.572 25.267.801.252

Sky penumpang di bandara (ruang
airport (lounge).
KSO AP Solusi - Membangun, mengoperasikan, Jakarta - 60 - 21.005.193.073

Inovasi Lintas dan mengembangkan modernisasi
Media*) jaringan infrastruktur ICT
di lingkungan bandara AP II/Build,
operate and develop ICT network
infrastructure in AP II airport area
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 2019 2018 2019 2018
KSO AP Solusi - ISS Mengoperasikan, mengelola dan Jakarta 51 51 118.297.474.736 93.138.827.599
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 5.017.159.187 5.028.288.134
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 5.733.232.331 5.430.625.143

Trikama Boga penumpang di bandara (ruang
airport (lounge).
KSO APSarana **) Pengelolaan Regulated Agent di Jakarta - 51 - 7.085.109.352

Lingkungan Bandara AP II/
The management Regulated Agent in
AP II’s airports
KSO AP Solusi Blue Menyediakan jasa pelayanan Pangkal 60 60 6.451.721.341 6.501.000.246

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 31.415.851.112 19.425.980.682

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 4.877.288.892 4.332.601.535

Trikama Boga penumpang di bandara (ruang
tunggu)/Providing passengers service
in airport (lounge).
KSO AP Solusi Menyediakan jasa pelayanan Tangerang 70 70 65.636.379.576 28.671.152.191

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 2019 ownerships of APSI as of December 31, 2019
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 2019 ownerships of APSD as of December 31, 2019
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 April
oleh notaris Maya Veronica, S.H, M.Kn., telah 20, 2016 under notary Maya Veronica, S.H.,
disahkan oleh Menteri Hukum dan Hak Asasi M.Kn. has been approved by the Minister of
Manusia Republik Indonesia melalui Surat 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 October
2019 tanggal 23 Oktober 2019. 23, 2019.
saham APK pada tanggal 31 Desember 2019 ownerships of APK as of December 31, 2019


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 January 7,
7 Januari 2016. Setoran modal awal 2016. The Company’s initial subscription in
Perusahaan pada APP adalah 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 April
oleh notaris Maya Veronica, S.H, M.Kn. telah 20, 2016 under notary Maya Veronica, S.H.,
disahkan oleh Menteri Hukum dan Hak Asasi M.Kn., has been approved by the Minister of
Manusia Republik Indonesia melalui Surat 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. 7 tanggal 7, dated February 1, 2017 regarding
1 Februari 2017 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-0005800.AH.01.02.Tahun 0005800.AH.01.02.Year 2017 dated March 9,
2017 tanggal 9 Maret 2017. 2017.
18



PT Angkasa Pura Propertindo (“APP”) PT Angkasa Pura Propertindo (“APP”)

saham APP pada tanggal 31 Desember 2019 ownerships of APP as of December 31, 2019

Total 150.000 150.000.000.000 100,000 Total
Kegiatan utama APP berdasarkan anggaran The main business of APP based on its Articles
dasarnya adalah melakukan jasa konsultasi of Association are providing commercial
properti komersial bandar udara, jasa property consultancy services in airport, room
pengelolaan ruangan secara komersial di management services in airport, provision and
bandar udara umum, penyediaan dan management for commercial assets,
pengelolaan aset komersial, jasa development, management, and electricity
pembangunan, pengelolaan dan penyediaan supply services at the airport and around the
tenaga listrik bandar udara dan lingkungan airport, construction services as a requirement
sekitar bandar udara, jasa konstruksi sebagai for developing, building, and maintaining
persyaratan dalam melakukan pengembangan, property and commercial facility as well as
pembangunan dan pemeliharaan fasilitas providing workforce for the purpose of
properti dan komersial, serta pengadaan jasa management, maintaining, and security for
tenaga kerja untuk keperluan pengelolaan, property and commercial facility.
pemeliharaan, perawatan dan pengamanan
fasilitas properti dan komersial.
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 2019 ownerships of APA as of December 31, 2019


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 (Note 4).
Rp247.600.000.000 (Catatan 4).
saham Gapura pada tanggal 31 Desember ownerships of Gapura as of December 31,
2019 adalah sebagai berikut: 2019 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.
21




(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
Efektif tanggal 1 Januari 2019, Kelompok Effective January 1, 2019, the Group adopted
Usaha menerapkan beberapa standar several new accounting standards which are
akuntansi baru yang relevan terhadap relevant to the Group as follows:
Kelompok Usaha berikut ini:
- ISAK 33 - Transaksi Valuta Asing dan - ISAK 33 - Foreign currency Transaction
Imbalan di Muka. and Advance Consideration.
- ISAK 34 - Ketidakpastian dalam - ISAK 34 - Uncertainty over Income Tax

Perlakukan Pajak Penghasilan. Treatments.
- Amandemen PSAK 24 (2018) - Imbalan - Amendments to PSAK 24 (2018) -

Kerja tentang Amendemen, Kurtailmen, Employee Benefits on the Plan
atau Penyelesaian Program. Amendment, Curtailment or Settlement.
- Penyesuaian 2018 PSAK 26 - Biaya - 2018 Improvement to PSAK 26 - Borrowing

Pinjaman. Costs.
- Penyesuaian 2018 PSAK 46 - Pajak - 2018 Improvement to PSAK 46 - Income

Penghasilan. Taxes.
Penerapan ini tidak memberikan dampak yang The adoption has no significant impact on the
besar terhadap pelaporan keuangan dan financial reporting and disclosures in the
pengungkapan dalam laporan keuangan consolidated financial statements.
konsolidasian.
22




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.
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.
23




c. Prinsip-prinsip Konsolidasi (lanjutan) c. Principles of Consolidation (continued)
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.
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.
24




d. Investasi pada Ventura Bersama (lanjutan) d. Investment in Joint Ventures (continued)
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.
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.
25




f. Transaksi dengan Pihak-pihak Berelasi f. Transactions with Related Parties

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);
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.
26




g. Persediaan (lanjutan) g. Inventories (continued)
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.
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.
27






j. Aset Tetap (lanjutan) j. Fixed Assets (continued)
Nilai sisa, masa manfaat dan metode The residual values, useful lifes 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.
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.
30




l. Aset Takberwujud (lanjutan) l. Intangible Assets (continued)
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 2019, aplikasi As of December 31, 2019, 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.
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.
31




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.
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.
32




o. Liabilitas Imbalan Kerja (lanjutan) o. Employee Benefits Liabilities (continued)
Lainnya (lanjutan) Employment Benefits (continued)
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.
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.
33




o. Liabilitas Imbalan Kerja (lanjutan) o. Employee Benefits Liabilities (continued)

Lainnya (lanjutan) Employment Benefits (continued)
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.
Perusahaan menyediakan imbalan kesehatan The Company provides post-employment
pasca kerja untuk pensiunan. Hak atas imbalan medical benefits to their retirees. The
ini pada umumnya diberikan apabila karyawan entitlement to these benefits is given if
bekerja sampai usia pensiun dan memenuhi employee has worked until retirement age and
masa kerja minimum tertentu. the completion of a minimum service period.
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.
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
Penentuan apakah suatu perjanjian merupakan The determination of whether an arrangement

perjanjian sewa, atau perjanjian yang is, or contains, a lease is based on the
mengandung sewa, didasarkan atas substansi substance of the arrangement at inception date
perjanjian pada tanggal awal sewa dan apakah and whether the fulfillment of the arrangement is
pemenuhan perjanjian tergantung pada dependent on the use of a specific asset and the
penggunaan suatu aset dan perjanjian tersebut arrangement conveys a right to use the asset.
memberikan suatu hak untuk menggunakan Lease that transfers substantially to the lessee
aset tersebut. Sewa yang mengalihkan secara all the risks and rewards incidental to ownership
of the leased item is classified as finance lease.
substansial seluruh risiko dan manfaat yang
terkait dengan kepemilikan aset,
diklasifikasikan sebagai sewa pembiayaan.
34




q. Sewa (lanjutan) q. Leases (continued)

Suatu sewa yang tidak mengalihkan secara Leases which do not transfer substantially all
substansial seluruh risiko dan manfaat yang the risks and rewards incidental to ownership
terkait dengan kepemilikan aset diklasifikasikan are classified as operating leases. Operating
sebagai sewa operasi. Pembayaran sewa lease payments are recognized as an expense
dalam sewa operasi diakui sebagai beban in the consolidated statement of profit or loss
dalam laporan laba rugi dan penghasilan and other comprehensive income on a straight-
komprehensif lain konsolidasian dengan dasar line method over the lease term.
garis lurus (straight-line method) selama masa
sewa.
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”.
35




r. Perpajakan (lanjutan) r. Taxation (continued)
Pajak kini (lanjutan) Current tax (continued)
Koreksi terhadap liabilitas perpajakan diakui Amendments to tax obligations are recorded
pada saat surat ketetapan pajak diterima atau, when a tax assessment letter is received or, if
jika diajukan keberatan, pada saat keputusan appealed against, when the result of the appeal
atas keberatan ditetapkan. is determined.
Pajak tangguhan Deferred tax

Aset dan liabilitas pajak tangguhan diakui Deferred tax assets and liabilities are 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.
36



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.
37




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 2019, 2018 dan 2017 adalah 2019, 2018, and 2017 were as follows:
sebagai berikut:

Dolar AS 13.901 14.481 13.548 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.
38




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 in accordance with PSAK
atau sebagai pendapatan komprehensif lain No. 55 (Revised 2015) either in profit or loss or
sesuai dengan PSAK No. 55 (Revisi 2015). Jika as other comprehensive income. If the
diklasifikasikan sebagai ekuitas, imbalan contingent consideration is classified as equity,
kontinjensinya tidak diukur kembali sampai it should not be remeasured until it is finally
penyelesaian terakhir dalam ekuitas. settled 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.
39




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 44, termasuk segments are shown in Note 44, 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 46.
Catatan 46.
40





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”.
42




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.
43




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
Pengukuran Awal Initial Measurements
Aset keuangan dalam lingkup PSAK Financial assets within the scope of PSAK
No. 55 (Revisi 2014) diklasifikasikan No. 55 (Revised 2014) are classified as
sebagai aset keuangan yang diukur pada financial assets at fair value through
nilai wajar melalui laporan laba rugi dan consolidated statement of profit or loss
penghasilan komprehensif lain and other comprehensive income, loans
konsolidasian, pinjaman yang diberikan and receivables, held-to-maturity
dan piutang, investasi dimiliki hingga jatuh investments, or available-for-sale
tempo, atau aset keuangan tersedia untuk financial assets, as appropriate. The
dijual, mana yang sesuai. Kelompok Group determines the classification of its
Usaha menentukan klasifikasi aset financial assets at initial recognition and,
keuangan pada pengakuan awal dan, jika where allowed and appropriate, re-
diperbolehkan dan diperlukan, evaluate the classification of the asset at
mengevaluasi kembali pengklasifikasian the end of each financial period.
aset tersebut pada setiap akhir periode
keuangan.
44













aa. Instrumen Keuangan (lanjutan) aa. Financial Instruments (continued)
aa.7. Penghentian Pengakuan Aset dan aa.7. Derecognition of Financial Assets and
Liabilitas Keuangan Liabilities
Aset Keuangan Financial Assets
Penghentian pengakuan atas suatu aset A financial asset (or where applicable, a
keuangan (atau, apabila dapat diterapkan part of a financial asset or part of a group
untuk bagian dari aset keuangan atau of similar financial assets) is derecognized
bagian dari kelompok aset keuangan when: (1) the contractual rights to receive
sejenis) terjadi bila: (1) hak kontraktual cash flows from the asset have expired; or
atas arus kas yang berasal dari aset (2) the Group has transferred its rights to
keuangan tersebut berakhir; atau (2) receive cash flows from the financial asset
Kelompok Usaha memindahkan hak or has assumed an obligation to pay the
untuk menerima arus kas yang berasal received cash flows in full without material
dari aset keuangan tersebut atau delay to a third party under a “pass-
menanggung kewajiban untuk membayar through” arrangement, and either (a) the
arus kas yang diterima tersebut tanpa Group has transferred substantially all the
penundaan yang signifikan kepada pihak risks and rewards of the asset, or (b) the
ketiga melalui suatu kesepakatan Group has neither transferred nor retained
penyerahan dan salah satu di antara (a) substantially all the risks and rewards of the
Kelompok Usaha secara substansial financial asset, but has transferred control
memindahkan seluruh risiko dan manfaat of the financial asset.
atas kepemilikan aset keuangan tersebut,
atau (b) Kelompok Usaha secara
substansial tidak memindahkan dan tidak
memiliki seluruh risiko dan manfaat atas
kepemilikan aset keuangan tersebut,
namun telah memindahkan pengendalian
atas aset tersebut.
Liabilitas Keuangan Financial Liabilities
Liabilitas keuangan dihentikan A financial liability is derecognized when

pengakuannya ketika kewajiban yang the obligation under the liability is
ditetapkan dalam kontrak dihentikan atau discharged or cancelled or has expired.
dibatalkan atau kedaluwarsa.
Ketika liabilitas keuangan awal digantikan When an existing financial liability is

dengan liabilitas keuangan lain dari replaced by another from the same lender
pemberi pinjaman yang sama dengan on substantially different terms, or the
ketentuan yang berbeda secara terms of an existing liability are
substansial, atau modifikasi secara substantially modified, such an exchange
substansial atas liabilitas keuangan yang or modification is treated as a
saat ini ada, maka pertukaran atau derecognition of the original liability and the
modifikasi tersebut dicatat sebagai recognition of a new liability, and the
penghapusan liabilitas keuangan awal difference in the respective carrying
dan pengakuan liabilitas keuangan baru amounts is recognized in profit or loss.
dan selisih antara nilai tercatat liabilitas
keuangan tersebut diakui di laba rugi.
54



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. 55 forth in PSAK No. 55 (Revised 2014). Accordingly,
(Revisi 2014) dipenuhi. Dengan demikian, aset the financial assets and financial liabilities are
keuangan dan liabilitas keuangan diakui sesuai accounted for in accordance with the Group’s
dengan kebijakan akuntansi Kelompok Usaha accounting policies disclosed in Note 2aa.
seperti diungkapkan pada Catatan 2aa.
55




AKUNTANSI SIGNIFIKAN (lanjutan) ESTIMATES AND ASSUMPTIONS (continued)
Pertimbangan (lanjutan) Judgments (continued)
Cadangan Kerugian Penurunan Nilai Piutang Usaha Allowance for Impairment Loss on Trade
Receivables
Kelompok Usaha mengevaluasi akun tertentu jika The Group evaluates specific accounts where it has
terdapat informasi bahwa pelanggan yang information that certain customers are unable to
bersangkutan tidak dapat memenuhi kewajiban meet their financial obligations. In these cases, The
keuangannya. Dalam hal tersebut, Kelompok Usaha Group uses judgment, based on the best available
mempertimbangkan, berdasarkan fakta dan situasi facts and circumstances, including but not limited to,
yang tersedia, termasuk namun tidak terbatas pada, the length of its relationship with the customer and
jangka waktu hubungan dengan pelanggan dan the customer's current credit status, to record
status kredit dari pelanggan, untuk mencatat provisi specific provisions for customers against amounts
yang spesifik atas jumlah piutang pelanggan guna due to reduce its receivable amounts that the Group
mengurangi jumlah piutang yang diharapkan dapat expects to collect.
diterima oleh Kelompok Usaha.
Provisi yang spesifik ini dievaluasi kembali dan Specific provisions are re-evaluated and adjusted if
disesuaikan jika tambahan informasi yang diterima additional information received affects the amount of
mempengaruhi jumlah cadangan kerugian allowance for impairment losses on accounts
penurunan nilai atas piutang usaha. Jumlah receivable. The amount of impairment loss as of
penyisihan kerugian penurunan nilai pada tanggal December 31, 2019 and 2018 amounted to
31 Desember 2019 dan 2018 masing-masing Rp282,404,789,907 and Rp213,847,098,603,
sebesar Rp282.404.789.907 dan respectively (Note 6).
Rp213.847.098.603 (Catatan 6).
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:
Estimasi Masa Manfaat atas Aset Tetap Estimated Useful Lifes of Fixed Assets
Kelompok Usaha mengestimasi masa manfaat dari The Group estimates the useful lifes 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 lifes 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 lifes 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.
56




AKUNTANSI SIGNIFIKAN (lanjutan) ESTIMATES AND ASSUMPTIONS (continued)
Estimasi dan Asumsi (lanjutan) Estimates and Assumptions (continued)
Liabilitas Imbalan Pasca Kerja Post Employment Benefits Obligation
Beban dari program pensiun manfaat pasti 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 26. is disclosed in Note 26.
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 21.
Kontijensi". Pajak penghasilan telah diungkapkan
dalam Catatan 21.
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 21f. 21f.
57



4. PENYAJIAN KEMBALI LAPORAN KEUANGAN 4. RESTATEMENT OF CONSOLIDATED

KONSOLIDASIAN FINANCIAL STATEMENTS
Berdasarkan Akta Notaris Jimmy Tanal, S.H.,M.Kn., Based on the Notarial Deed of Jimmy Tanal, S.H.,
No. 105 tanggal 18 November 2019, Perusahaan M.Kn., No. 105 dated 18 November 2019, the
membeli saham baru yang diterbitkan oleh Company acquired 61,900 of new shares issued by
PT Gapura Angkasa (entitas dibawah pengendalian PT Gapura Angkasa (an entity under common
yang sama) sebanyak 61.900 lembar saham dengan control) at a purchase price of Rp247,600,000,000
harga beli sebesar Rp247.600.000.000 sehingga which made the Company's ownership in
kepemilikan Perusahaan pada PT Gapura Angkasa PT Gapura Angkasa increased from 31.25% to
mengalami peningkatan dari 31,25% menjadi 46,62% 46.62% and become the majority shareholder. The
dan menjadi pemegang saham mayoritas. Akta deed has been reported to Ministry of Law and
notaris tersebut telah diberitahukan kepada Human Rights of the Republic of Indonesia and has
Kementerian Hukum dan HAM Republik Indonesia been acknowledged through its letter of
dan memperoleh surat penerimaan pemberitahuan knowledgement No. AHU-AH.01.03-0362922
No. AHU-AH.01.03-0362922 tanggal 21 November dated November 21, 2019.
2019.
Pembelian saham Gapura oleh Perusahaan tersebut The acquisition of Gapura by the Company meet
memenuhi kategori kombinasi bisnis antara entitas the criteria of business combination entities under
sepengendali sebagaimana diuraikan di dalam PSAK common control as described in PSAK 38 (Revised
38 (Revisi 2012) tentang “Kombinasi Bisnis Entitas 2012) concerning "Business Combinations of
Sepengendali”, dengan demikian, transaksi Entities Under Common Control", therefore, the
penambahan kepemilikan di Gapura tersebut diakui increase in ownership of Gapura transaction is
menggunakan metode penyatuan kepentingan. recognized using the pooling of interest method.
Selisih antara jumlah imbalan yang dialihkan dengan The difference between the consideration paid and
jumlah penambahan aset neto di Gapura diakui the carrying amount of the net assets in Gapura is
sebagai bagian dari akun “Tambahan Modal Disetor” recognized as part of the "Additional Paid-in
pada laporan posisi keuangan konsolidasian pada Capital" account in the consolidated statement of
tanggal 31 Desember 2019. financial position as of December 31, 2019.
Nilai tercatat aset neto Gapura pada tanggal The carrying amount of net assets of Gapura as at
transaksi adalah sebagai berikut: 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 and
tercatat neto dari aset yang diperoleh pada tanggal the net carrying values of assets acquired, on
transaksi dicatat dan disajikan sebagai “Tambahan transaction date are recorded and presented as
modal disetor” pada bagian ekuitas dari laporan “Additional paid-in capital” under the equity section
posisi keuangan konsolidasian. of the consolidated statements of financial position.
Gapura merupakan entitas di bawah pengendalian Gapura is an entity under common control as the
yang sama dengan Perusahaan. Hubungan Company. The relationship under common control
sepengendali antara Perusahaan dan Gapura tidak between the Company and Gapura is not
bersifat sementara. temporary.
58




KONSOLIDASIAN (lanjutan) FINANCIAL STATEMENTS (continued)
Laporan posisi keungan konsolidasian pada tanggal- The consolidated statements of financial position
tanggal 31 Desember 2018 dan 1 Januari as of December 31, 2018 and January 1,
2018/31Desember 2017 telah disajikan kembali 2018/December 31, 2017 have been restated as if
untuk mencerminkan dampak penambahan the business combination had occurred since the
kepemilikan seolah-olah kombinasi bisnis tersebut beginning of the period when the merged entity was
telah terjadi sejak awal periode entitas yang under control. The adjustment of the Company's
bergabung berada dalam sepengendalian. interest in the Gapura net assets is presented in
Penyesuaian bagian kepentingan Perusahaan atas "Equity of Merging Entity" in the consolidated
aset neto Gapura, disajikan pada “Ekuitas Merging financial statements. Net profit (loss) from
Entity” pada laporan keuangan konsolidasian. Laba subsidiaries obtained is recorded as "Profit (Loss)
(rugi) neto dari entitas anak yang diperoleh dicatat Proforma Merging Entity" in the 2018 consolidated
sebagai “Laba (Rugi) Proforma Merging Entity” pada statement of profit or loss and other comprehensive
laporan laba rugi dan penghasilan komprehensif lain income.
konsolidasian tahun 2018.
Ikhtisar angka-angka sebagaimana dilaporkan Summary of amounts previously reported, the

sebelumnya, penyesuaian dan angka-angka setelah adjustments and the restated amounts are as
penyajian kembali adalah sebagai berikut: follows:
Laporan posisi keuangan konsolidasian Consolidated statement of financial position
31 Desember 2018/December 31, 2018
Dilaporkan
sebelumnya/ Disajikan
As previously kembali/
reported As restated
ASET ASSETS

Kas dan setara kas 3.684.603.621.660 3.786.755.711.553 Cash and cash equivalents
Piutang usaha, bersih 1.077.176.029.883 1.368.627.073.332 Trade receivables, net
Piutang lain-lain, bersih 63.196.171.957 63.385.851.831 Other receivables, net
Persediaan 10.613.264.110 23.582.233.765 Inventories
Pajak dibayar di muka 169.779.767.813 208.495.934.628 Prepaid taxes
Uang muka 86.989.207.554 89.908.083.140 Advances
Biaya dibayar di muka 40.153.815.837 59.181.886.630 Prepaid expenses
untuk dijual - bagian lancar 12.018.400.000 12.018.400.000 assets - current portion
harus diterima 363.364.061.012 482.126.105.772 Accrued revenue
TOTAL ASET LANCAR 5.507.894.339.826 6.094.081.280.651 TOTAL CURRENT ASSETS

untuk dijual - bagian tidak lancar 69.168.663.000 69.168.663.000 assets - non-current portion
Penyertaan saham 350.673.074.112 191.831.888.886 Investments in shares of stock
Uang muka pembelian tanah 3.208.150.950.194 3.208.150.950.194 Advance for land acquisition
Properti investasi, bersih 75.993.129.392 75.993.129.392 Investment properties, net
Aset tetap, bersih 29.047.147.935.204 29.367.896.002.269 Fixed assets, net
Estimasi tagihan pajak 104.075.853.628 111.309.571.843 Estimated claims for refundable tax
Aset pajak tangguhan, bersih 11.197.957.965 47.604.602.525 Deferred tax assets, net
Aset tidak lancar lain-lain 146.512.608.582 152.324.178.303 Other non-current assets
TOTAL ASET TIDAK LANCAR 33.012.920.172.077 33.224.278.986.412 TOTAL NON-CURRENT ASSETS
TOTAL ASET 38.520.814.511.903 39.318.360.267.063 TOTAL ASSETS
59





penyajian kembali adalah sebagai berikut (lanjutan): follows (continued):
Laporan posisi keuangan konsolidasian (lanjutan) Consolidated statement of financial position

(continued)
Dilaporkan

Utang usaha 145.775.249.694 248.928.561.623 Trade payables
Utang lain-lain 2.253.523.879.544 2.459.788.230.506 Other payables
Beban akrual 1.566.233.927.974 1.513.118.414.207 Accrued expenses
Utang pajak 96.538.543.823 104.484.811.449 Taxes payable
Liabilitas dana pensiun 28.695.971.064 28.695.971.064 Pension fund liabilities
Pendapatan yang diterima di muka 153.824.226.660 153.824.226.660 Unearned revenues
jangka pendek 216.955.643.164 216.955.643.164 benefit liabilities
jangka panjang 335.334.333.333 335.334.333.333 term bank loan
TOTAL LIABILITAS
JANGKA PENDEK 4.796.881.775.256 5.061.130.192.006 TOTAL CURRENT LIABILITIES

Pinjaman jangka panjang: Long-term loans:
Utang bank jangka panjang 6.777.476.088.616 6.777.476.088.616 Long-term bank loans
Utang obligasi 2.737.654.866.132 2.737.654.866.132 Bonds payable
Utang jaminan pelanggan 21.485.456.215 21.485.456.215 Customers deposits
Utang jangka panjang lainnya 41.549.332.225 41.549.332.225 Other long-term payables
Liabilitas pajak tangguhan 314.641.057.230 314.641.057.230 Deferred tax liabilities
Liabilitas imbalan kerja 211.996.561.613 395.843.292.523 Employee benefits liabilities
Dana program tunjangan hari tua 2.144.544.730 2.144.544.730 Retirement program funds
TOTAL LIABILITAS TOTAL NON-CURRENT
JANGKA PANJANG 10.106.947.906.761 10.290.794.637.671 LIABILITIES
TOTAL LIABILITAS 14.903.829.682.017 15.351.924.829.677 TOTAL LIABILITIES
60






(continued)

Dilaporkan
LIABILITAS DAN EKUITAS (lanjutan) LIABILITIES AND EQUITY (continued)
EKUITAS EQUITY
Modal saham - nilai nominal Share capital - par value
Modal dasar - 20.00.000 saham, Authorized capital - 20,000,000 shares
Modal ditempatkan dan disetor Issued and fully paid capital -
penuh 7.000.000 saham 7.000.000.000.000 7.000.000.000.000 7,000,000 shares
Modal disetor lainnya 4.434.923.823.602 4.434.923.823.602 Other paid-in capital
Komponen ekuitas lainnya 869.462.020.868 869.462.020.868 Other components of equity
Rugi komprehensif lain (243.521.707.600) (243.521.707.600) Other comprehensive loss
Selisih ekuitas entitas anak (26.316.798.626) (26.316.798.626) Equity difference of subsidiary
Ekuitas merging entity - 349.450.607.500 Merging entity equity
Dicadangkan 10.137.428.750.204 10.137.428.750.204 Appropriated
Belum dicadangkan 1.444.746.318.905 1.444.746.318.905 Unappropriated
Ekuitas yang dapat Equity attributable to
diatribusikan kepada owners’ equity of
pemilik entitas induk 23.616.722.407.353 23.966.173.014.853 the parent entity
Kepentingan nonpengendali 262.422.533 262.422.533 Non-controlling interests
TOTAL EKUITAS 23.616.984.829.886 23.966.435.437.386 TOTAL EQUITY
TOTAL LIABILITAS DAN EKUITAS 38.520.814.511.903 39.318.360.267.063 TOTAL LIABILITIES AND EQUITY
61





Laporan laba rugi dan penghasilan Consolidated statement of profit or loss

komprehensif lain konsolidasian and other comprehensive income
Tahun yang berakhir pada tanggal

31 Desember 2018/
Year ended December 31, 2018
Dilaporkan
PENDAPATAN USAHA REVENUE

Pendapatan non-aeronautika 3.476.974.777.657 5.183.429.279.482 Non-aeronautical revenues
TOTAL 9.486.855.085.377 11.193.309.587.202 TOTAL
Beban pegawai (1.706.962.200.362) (2.085.328.550.723 ) Employee expenses

Beban operasional bandara (3.588.457.636.265) (4.710.113.129.874 ) Airport operation expenses
Beban umum dan administrasi (1.107.591.569.810) (1.212.399.024.683 ) General and administrative expenses
Beban pemasaran (27.733.989.464) (34.214.715.961 ) Marketing expenses
Pendapatan lain-lain 57.978.526.921 60.880.158.280 Other income
Beban lain-lain (110.351.687.474) (111.459.248.189 ) Other expenses
Penghasilan keuangan 272.959.159.497 272.959.159.497 Finance income

Pajak final atas penghasilan keuangan (53.683.683.528) (53.683.683.528) Final tax on finance income
Beban keuangan (476.942.208.730) (476.942.208.730 ) Finance costs
Bagian laba entitas asosiasi 439.230.900 (20.646.928.815 ) Equity income of associates entities
LABA SEBELUM BEBAN PROFIT BEFORE

PAJAK FINAL FINAL TAX EXPENSE
DAN BEBAN PAJAK AND CORPORATE
PENGHASILAN BADAN 2.746.509.027.062 2.822.361.414.476 INCOME TAX EXPENSE
Beban pajak final (113.600.103.801) (113.600.103.801) Final tax expense
LABA SEBELUM PAJAK PROFIT BEFORE CORPORATE

PENGHASILAN BADAN 2.632.908.923.261 2.708.761.310.675 INCOME TAX
BEBAN PAJAK PENGHASILAN CORPORATE INCOME TAX

BADAN, BERSIH (721.356.545.635) (750.819.381.673) EXPENSE, NET
LABA TAHUN BERJALAN 1.911.552.377.626 1.957.941.929.002 PROFIT FOR THE YEAR
62





Laporan posisi keuangan konsolidasian Consolidated statement of financial position
1 Januari 2018/31 Desember 2017/

January 1, 2018/December 31, 2017
Dilaporkan
ASET ASSETS

Kas dan setara kas 6.054.168.529.301 6.152.700.002.165 Cash and cash equivalents
Piutang usaha, bersih 814.010.895.838 948.426.147.713 Trade receivables, net
Piutang lain-lain, bersih 55.819.254.518 55.979.465.287 Other receivables, net
Persediaan 9.814.414.171 20.157.834.407 Inventories
Pajak dibayar di muka 4.109.059.341 105.509.549.213 Prepaid taxes
Uang muka 81.244.586.985 83.541.765.538 Advances
Biaya dibayar di muka 29.459.380.955 41.628.550.940 Prepaid expenses
harus diterima 306.797.877.503 422.875.412.693 Accrued revenue
TOTAL ASET LANCAR 7.355.423.998.612 7.830.818.727.956 TOTAL CURRENT ASSETS

untuk dijual - bagian tidak lancar 92.175.300.000 92.175.300.000 assets - non-current portion
Penyertaan saham 343.772.715.082 212.534.797.292 Investments in shares of stock
Uang muka pembelian tanah 535.980.966.175 535.980.966.175 Advance for land acquisition
Properti investasi, bersih 76.758.884.283 76.758.884.283 Investment properties, net
Aset tetap, bersih 24.079.498.837.844 24.429.351.782.122 Fixed assets, net
Estimasi tagihan pajak 40.373.799.428 40.373.799.428 Estimated claims for refundable tax
Aset pajak tangguhan, bersih 15.741.190.483 64.795.850.180 Deferred tax assets, net
Aset tidak lancar lain-lain 112.233.626.757 116.622.364.920 Other non-current assets
TOTAL ASET TIDAK LANCAR 25.296.535.320.052 25.568.593.744.400 TOTAL NON-CURRENT ASSETS
TOTAL ASET 32.651.959.318.664 33.399.412.472.356 TOTAL ASSETS
63




(continued)
1 Januari 2018/31 Desember 2017/
January 1, 2018/December 31, 2017
Dilaporkan
Utang usaha 84.410.409.680 177.138.779.870 Trade payables
Utang lain-lain 2.022.318.253.642 2.117.585.709.386 Other payables
Beban akrual 1.363.069.092.983 1.425.952.287.042 Accrued expenses
Utang pajak 136.211.791.197 140.853.407.995 Taxes payable
Liabilitas dana pensiun 21.563.542.632 21.563.542.632 Pension fund liabilities
Pendapatan yang diterima di muka 166.962.635.002 166.962.635.002 Unearned revenues
jangka pendek 173.744.167.143 173.744.167.143 benefit liabilities
jangka panjang 133.466.336.718 133.466.336.718 term bank loan
TOTAL LIABILITAS
JANGKA PENDEK 4.101.746.228.997 4.357.266.865.788 TOTAL CURRENT LIABILITIES
Pinjaman jangka panjang: Long-term loans:
Utang obligasi 1.994.233.527.110 1.994.233.527.110 Bonds payable
Utang jaminan pelanggan 14.715.689.193 14.715.689.193 Customers deposits
Utang jangka panjang lainnya 19.651.121.405 19.651.121.404 Other long-term payables
Liabilitas pajak tangguhan 147.577.145.173 147.577.145.173 Deferred tax liabilities
Liabilitas imbalan kerja 130.427.151.636 333.632.221.519 Employee benefits liabilities
Dana program tunjangan hari tua 382.637.262 382.637.262 Retirement program funds
TOTAL LIABILITAS TOTAL NON-CURRENT
JANGKA PANJANG 6.512.079.389.220 6.715.284.459.102 LIABILITIES
TOTAL LIABILITAS 10.613.825.618.217 11.072.551.324.890 TOTAL LIABILITIES
EKUITAS EQUITY
Modal saham - nilai nominal Share capital - par value
Modal dasar - 20.00.000 saham, Authorized capital - 20,000,000 shares
Modal ditempatkan dan disetor Issued and fully paid capital -
penuh 7.000.000 saham 7.000.000.000.000 7.000.000.000.000 7,000,000 shares
Modal disetor lainnya 4.752.112.049.937 4.752.112.049.937 Other paid-in capital
Komponen ekuitas lainnya 552.273.794.533 552.273.794.533 Other components of equity
Rugi komprehensif lain (212.770.072.171) (212.770.072.171) Other comprehensive loss
Selisih ekuitas entitas anak (26.316.798.626) (26.316.798.626) Equity difference of subsidiary
Ekuitas merging entity - 288.727.447.019 Merging entity equity
Dicadangkan 8.529.641.394.521 8.529.641.394.521 Appropriated
Belum dicadangkan 1.442.870.556.800 1.442.870.556.800 Unappropriated
Ekuitas yang dapat Equity attributable to
diatribusikan kepada owners’ equity of
pemilik entitas induk 22.037.810.924.994 22.326.538.372.013 the parent entity
Kepentingan nonpengendali 322.775.453 322.775.453 Non-controlling interests
TOTAL EKUITAS 22.038.133.700.447 22.326.861.147.466 TOTAL EQUITY
TOTAL LIABILITAS DAN EKUITAS 32.651.959.318.664 33.399.412.472.356 TOTAL LIABILITIES AND EQUITY
64



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:

1 Januari 2018/
31 Desember 2017/
31 Desember 2019/ 31 Desember 2018/ January 1, 2018/
Kas Cash on hand

Rupiah 556.906.563 693.009.865 631.148.245 Rupiah
Dolar AS 60.206.900 55.917.100 258.360.360 US Dollar
Total kas 617.113.463 748.926.965 889.508.605 Total cash on hand
Bank Cash in banks

Rupiah Rupiah
Pihak berelasi Related parties
PT Bank Mandiri (Persero) Tbk 1.030.338.241.127 262.903.242.014 163.326.214.495 PT Bank Mandiri (Persero) Tbk
PT Bank Tabungan Negara PT Bank Tabungan Negara
(Persero) Tbk 746.215.231.763 1.545.582.331.923 2.110.001.760.738 (Persero) Tbk
PT Bank Negara Indonesia PT Bank Negara Indonesia
(Persero) Tbk 155.379.276.679 97.379.484.561 74.917.534.902 (Persero) Tbk
PT Bank Rakyat Indonesia PT Bank Rakyat Indonesia
(Persero) Tbk 115.126.125.356 279.137.271.530 1.762.531.642.548 (Persero) Tbk
PT Bank BNI Syariah 635.800.977 - - PT Bank BNI Syariah
PT Bank Syariah Mandiri 235.610.393 162.133.799 127.712.579 PT Bank Syariah Mandiri
Indonesia Eximbank 35.199 30.635.199 35.199 Indonesia Eximbank
Pihak ketiga Third parties

PT Bank Maybank Indonesia Tbk 50.067.846.600 54.153.544 285.152.525 PT Bank Maybank Indonesia Tbk
PT Bank CIMB Niaga Tbk 19.546.652.756 37.748.834.614 15.528.375.522 PT Bank CIMB Niaga Tbk
PT Bank Mega Tbk 5.484.864.464 3.855.227.837 605.722.707 PT Bank Mega Tbk
PT Bank Central Asia Tbk 4.572.213.955 9.752.750.246 1.393.904.924 PT Bank Central Asia Tbk
PT Bank Pembangunan Daerah PT Bank Pembangunan Daerah
Jawa Barat dan Banten Tbk 2.890.998.498 2.856.650.220 449.121.603 Jawa Barat dan Banten Tbk
Sumatera Selatan dan Sumatera Selatan dan
Bangka Belitung 115.096.999 169.728.670 - Bangka Belitung
PT Bank Bukopin Tbk 36.058.447 50.359.909 1.970.000 PT Bank Bukopin Tbk
PT Bank Muamalat PT Bank Muamalat
Indonesia Tbk - - 2.733.120.225 Indonesia Tbk
Sub-total 2.130.644.053.213 2.239.682.804.066 4.131.902.267.967 Sub-total
Dolar Amerika Serikat United States Dollar

PT Bank Mandiri (Persero) Tbk 4.494.125.697 43.417.146.202 3.233.279.651 PT Bank Mandiri (Persero) Tbk
(Persero) Tbk 539.146.915 2.013.111.891 871.267.816 (Persero) Tbk
Pihak ketiga Third party

Citibank N.A., Jakarta 1.624.089.139 891.475.412 5.202.810.260 Citibank N.A., Jakarta
Sub-total 35.832.015.669 47.322.913.063 27.107.158.134 Sub-total
Euro Euro
Pihak berelasi Related party
(Persero) Tbk 1.028.847 1.067.459 1.067.459 (Persero) Tbk
Total bank 2.166.477.097.729 2.287.006.784.588 4.159.010.493.560 Total cash in banks
65



5. KAS DAN SETARA KAS (lanjutan) 5. CASH AND CASH EQUIVALENTS (continued)
1 Januari 2018/
31 Desember 2017/
Deposito berjangka Time deposits

Rupiah Rupiah
PT Bank Tabungan Negara PT Bank Tabungan Negara
PT Bank Mandiri PT Bank Mandiri
Agroniaga Tbk - 10.000.000.000 - Agroniaga Tbk

PT Bank Tabungan Pensiunan PT Bank Tabungan Pensiunan
Nasional Tbk 15.000.000.000 25.000.000.000 35.000.000.000 Nasional Tbk
PT Bank Mega Tbk 15.000.000.000 - 56.000.000.000 PT Bank Mega Tbk
PT Bank Maybank PT Bank Maybank
Indonesia Tbk - 41.000.000.000 75.000.000.000 Indonesia Tbk
Jawa Barat dan Banten Tbk - - 127.500.000.000 Jawa Barat dan Banten Tbk
Total deposito berjangka 1.257.000.000.000 1.499.000.000.000 1.992.800.000.000 Total time deposits
Total kas dan setara kas 3.424.094.211.192 3.786.755.711.553 6.152.700.002.165 Total cash and cash equivalents
Total kas dan setara kas yang ditempatkan pada Total cash and cash equivalents placed on related
pihak berelasi merepresentasikan 7,52%, 9,32%, parties represent 7.52%, 9.32%, and 17.46% of total
dan 17,46% dari total aset Kelompok Usaha masing- assets of the Group as of December 31, 2019,
masing pada tanggal 31 Desember 2019, 31 December 31, 2018 and January 1, 2018/
Desember 2018 dan 1 Januari 2018/31 Desember December 31, 2017, respectively.
2017.
Rentang suku bunga deposito berjangka adalah The ranges of annual interest rates of time deposits
sebagai berikut: are as follows:
1 Januari 2018/
31 Desember 2017/
Rupiah 6,00% - 7,50% 7,20% - 8,00% 3,30% - 7,25% 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.
Berdasarkan Peraturan Pemerintah (“PP”) No. 69 Based on the Government Regulation (“PP”) No. 69
Tahun 2016 tanggal 29 Desember 2016 dan PP No. Year 2016 dated December 29, 2016 and PP No.
130 Tahun 2015 tanggal 28 Desember 2015, 130 Year 2015 dated December 28, 2015, the
Perusahaan menerima tambahan Penyertaan Company received additional capital investment of
Modal Negara Republik Indonesia masing-masing the Republic of Indonesia, each amounted to
sebesar Rp2.000.000.000.000 dengan tujuan Rp2,000,000,000,000 with the purpose of improving
memperbaiki struktur permodalan dan the capital structure and enhancing the Company’s
meningkatkan kapasitas usaha Perusahaan dalam operational capacity in relation with further land
rangka melanjutkan pembebasan lahan untuk acquisition for the construction of runway 3
pembangunan landasan pacu (runway) 3 Bandar Soekarno-Hatta International Airport (Notes 28 and
Udara Internasional Soekarno-Hatta (Catatan 28 29).
dan 29).
66



5. KAS DAN SETARA KAS (lanjutan) 5. CASH AND CASH EQUIVALENTS (continued)
Pada tanggal 31 Desember 2019, 31 Desember As of December 31, 2019, December 31, 2018 and
2018 dan 1 Januari 2018/31 Desember 2017, dana January 1, 2018/December 31, 2017, the received
yang diterima tersebut disajikan sebagai bagian dari funds were presented as part of “Cash and cash
akun “Kas dan setara kas” dalam bagian “Bank”. equivalents” as “Cash in banks”.
6. PIUTANG USAHA 6. TRADE RECEIVABLES
Rincian piutang usaha adalah sebagai berikut: The details of trade receivables are as follow:
1 Januari 2018/
31 Desember 2017/

PT Bumi Liputan Jaya 142.129.782.952 43.038.115.333 3.323.910.000 PT Bumi Liputan Jaya
PT Sriwijaya Air 59.380.909.921 14.503.401.173 14.906.187.638 PT Sriwijaya Air
PT Pixel Komunitas 52.459.613.170 15.772.556.354 14.031.218.722 PT Pixel Komunitas
PT Taurus Gemilang 48.874.519.846 43.228.692.266 28.786.665.038 PT Taurus Gemilang
PT NAM Air 30.626.122.421 - 5.518.951.747 PT NAM Air
PT Jasa Angkasa Semesta Tbk 30.492.775.952 30.218.482.403 20.394.885.964 PT Jasa Angkasa Semesta Tbk
PT Lion Mentari Airlines 20.415.482.464 33.096.851.593 48.121.761.914 PT Lion Mentari Airlines
PT Sari Coffee Indonesia 16.243.923.839 7.751.663.954 9.796.708.442 PT Sari Coffee Indonesia
PT Indonesia Airasia 16.084.475.937 15.433.123.334 16.713.669.646 PT Indonesia Airasia
Singapore Airlines 14.920.490.106 18.216.261.887 12.530.502.312 Singapore Airlines
PT Batik Air Indonesia 11.206.793.778 14.865.398.417 19.549.861.269 PT Batik Air Indonesia
BUT Air Asia SDN. BHD. 10.263.123.247 13.052.715.664 15.193.150.394 BUT Air Asia SDN. BHD.
BUT Qatar Airways 9.944.232.704 5.991.192.127 5.394.432.115 BUT Qatar Airways
PT Dewata Agung Wibawa 8.775.630.210 8.866.172.221 7.214.422.253 PT Dewata Agung Wibawa
Saudi Arabian Airlines 8.178.077.045 14.479.278.884 17.725.515.707 Saudi Arabian Airlines
Air Niugini Ltd 7.986.275.598 8.245.000.847 7.828.806.471 Air Niugini Ltd
PT Indosat Tbk 7.122.397.785 - - PT Indosat Tbk
PT Diya Nuansa Anugerah 7.093.315.000 4.908.200.000 2.260.500.000 PT Diya Nuansa Anugerah
PT Itechno Indojaya 6.600.000.000 6.600.000.000 6.600.000.000 PT Itechno Indojaya
Emirates 6.442.131.144 - 4.574.131.064 Emirates
BUT Cathay Pacific 5.817.787.538 6.626.468.008 9.807.414.927 BUT Cathay Pacific
Malaysia Airlines Berhad 5.696.752.031 11.900.636.003 12.069.275.994 Malaysia Airlines Berhad
PT Jatayu Gelang Sejahtera 5.684.462.432 - 11.203.414.179 PT Jatayu Gelang Sejahtera
PT Jakarta Boxing Stadium 5.186.186.157 5.186.186.157 5.186.186.157 PT Jakarta Boxing Stadium
Etihad Airways 4.921.545.638 6.176.337.502 2.363.243.838 Etihad Airways
Macau Eagle Aviation Service Ltd. 4.548.766.092 4.738.555.362 4.433.253.784 Macau Eagle Aviation Service Ltd.
PT Media Promosi Indonesia 4.498.711.678 - 3.518.893.518 PT Media Promosi Indonesia
PT Aura Cantik 4.369.801.872 8.422.493.076 5.287.405.008 PT Aura Cantik
PT Opalindo 4.266.047.500 4.615.411.420 - PT Opalindo
PT Mandara Jasindo Sena 4.247.126.786 4.205.724.011 4.241.366.858 PT Mandara Jasindo Sena
BUT All Nippon Airways Co. Ltd. 3.718.344.658 7.916.630.103 9.082.503.722 BUT All Nippon Airways Co. Ltd.
PT Eljohn Putera Sriwijaya 3.570.767.728 - 4.061.313.165 PT Eljohn Putera Sriwijaya
Japan Airlines Co. Ltd. 3.057.116.409 8.456.463.874 6.975.532.498 Japan Airlines Co. Ltd.
PT Wahana Dirgantara 2.900.853.690 1.862.220.895 4.437.839.916 PT Wahana Dirgantara
PT Berka Teknika Kreasindo 2.555.000.000 4.400.000.000 - PT Berka Teknika Kreasindo
Jetstar Asia Airways PTE Ltd 2.434.597.379 6.554.743.401 3.166.889.661 Jetstar Asia Airways PTE Ltd
PT XL Axiata Tbk 2.053.955.119 1.767.036.360 7.772.105.838 PT XL Axiata Tbk
PT Travel Express Aviation Service 1.362.130.147 - 8.740.358.238 PT Travel Express Aviation Service
PT Indonesia AirAsia Extra 120.522.060 6.947.439.575 3.910.681.807 PT Indonesia AirAsia Extra
Lain-lain (masing-masing
dibawah Rp4 miliar) 485.293.665.559 588.513.650.452 488.552.745.446 Others (each below Rp4 billion)
Total piutang usaha Total trade receivables

pihak ketiga 1.071.544.213.592 976.557.102.656 855.275.705.250 third parties

PT Garuda Indonesia (Persero) Tbk 415.015.537.591 407.053.636.591 210.546.691.997 PT Garuda Indonesia (Persero) Tbk
PT Citilink Indonesia 74.863.799.909 77.813.724.513 46.080.885.615 PT Citilink Indonesia
PT Bank Mandiri (Persero) Tbk 50.114.158.814 19.662.238.239 3.841.801.765 PT Bank Mandiri (Persero) Tbk
PT Garuda Maintenance Facility PT Garuda Maintenance Facility
AeroAsia Tbk 21.717.668.766 8.672.269.527 10.168.764.218 AeroAsia Tbk
PT Railink 17.044.398.802 10.841.600.303 5.899.539.000 PT Railink
PT Pertamina (Persero) 15.899.795.629 1.835.096.494 9.319.297.572 PT Pertamina (Persero)
67



6. PIUTANG USAHA (lanjutan) 6. TRADE RECEIVABLES (continued)

Rincian piutang usaha adalah sebagai berikut The details of trade receivables are as follow
(lanjutan): (continued):
1 Januari 2018/
31 Desember 2017/
PT Merpati Nusantara Airlines 9.054.086.675 9.064.705.260 9.094.502.238 PT Merpati Nusantara Airlines
PT Aerofood Indonesia 7.511.548.556 11.161.610.623 7.723.385.974 PT Aerofood Indonesia
PT Telekomunikasi Indonesia PT Telekomuniksi Indonesia
PT Telekomunikasi Selular Tbk 1.584.993.206 7.848.558.684 2.172.257.246 PT Telekomunikasi Selular Tbk
PT Bank Negara Indonesia PT Bank Rakyat Indonesia
(Persero) Tbk 274.749.785 22.706.630.025 2.232.651.088 (Persero) Tbk
Lain-lain (masing-masing
dibawah Rp4 miliar) 25.968.313.582 23.399.976.346 13.140.559.340 Others (each below Rp4 billion)
Total piutang usaha Total trade receivables
pihak berelasi 653.348.511.941 605.917.069.279 329.033.243.543 related parties
Total piutang usaha 1.724.892.725.533 1.582.474.171.935 1.184.308.948.793 Total trade receivables
Cadangan penurunan nilai (282.404.789.907) (213.847.098.603) (235.882.801.080) Allowance for impairment in value
Nilai bersih 1.442.487.935.626 1.368.627.073.332 948.426.147.713 Net amount
Total piutang usaha dari pihak berelasi Total trade receivables due from related parties
merepresentasikan 1,48%, 1,54% dan 0,99% dari represent 1.48%, 1.54% and 0.99% of total assets
total aset Kelompok Usaha masing-masing pada of the Group as of December 31, 2019, December
tanggal 31 Desember 2019, 31 Desember 2018 dan 31, 2018 and January 1, 2018/December 31, 2017.
1 Januari 2018/31 Desember 2017.
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 in
piutang usaha di atas adalah cukup. value of trade receivables is sufficient.
Rincian piutang usaha berdasarkan mata uang The details of trade receivables based on currency
adalah sebagai berikut: denominations are as follows:

1 Januari 2018/
31 Desember 2017/
Rupiah 1.655.815.742.819 1.516.955.294.930 1.106.648.069.884 Rupiah

Dolar Amerika Serikat 69.076.982.714 65.518.877.005 77.660.878.909 United States Dollar
TotalT 1.724.892.725.533l 1.582.474.171.935 1.184.308.948.793 Total
Total bersih 1.442.487.935.626 1.368.627.073.332 948.426.147.713 Net amount
68



6. PIUTANG USAHA (lanjutan) 6. TRADE RECEIVABLES (continued)

Analisis umur piutang usaha adalah sebagai berikut: The aging analysis of trade receivables is as
follows:
1 Januari 2018/
31 Desember 2017/
Belum jatuh tempo 631.038.256.953 797.023.535.457 286.901.778.615 Current
Lewat jatuh tempo Overdue
1 sampai 30 hari 267.838.687.818 290.480.126.727 337.516.223.043 1 to 30 days
Lebih dari 365 hari 338.082.165.339 288.666.865.945 327.368.438.445 Over 365 days
Total 1.724.892.725.533 1.582.474.171.935 1.184.308.948.793 Total
Total bersih 1.442.487.935.626 1.368.627.073.332 948.426.147.713 Net amount
Mutasi penyisihan penurunan nilai piutang usaha The movements of the allowance for impairment in
adalah sebagai berikut: value of trade receivables are as follows:
1 Januari 2018/
31 Desember 2017/
Saldo awal tahun 213.847.098.603 235.882.801.080 195.803.301.716 Balance at beginning of year
Penyisihan cadangan selama
tahun berjalan 74.006.098.374 26.377.288.353 40.983.382.353 Provision during the year
Penghapusan tahun berjalan (5.448.407.070) (48.412.990.830) (903.882.989) Bad debt written off during the year
Saldo akhir tahun 282.404.789.907 213.847.098.603 235.882.801.080 Balance at the end of year
2018 dan 1 Januari 2018/31 Desember 2017, tidak January 1, 2018/December 31, 2017, 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:
1 Januari 2018/
31 Desember 2017/
Piutang pegawai 44.094.104.486 28.996.835.881 15.446.449.538 Receivable from employees
Piutang dari LPPNPI 5.883.463.339 5.859.096.492 5.788.226.954 Receivables from LPPNPI
Piutang jaminan 1.401.578.432 668.649.432 878.413.932 Deposit receivables
Lain-lain 27.774.726.727 35.224.243.181 38.748.287.858 Others
Total 79.153.872.984 70.748.824.986 60.861.378.282 Total
Total bersih 74.271.645.469 63.385.851.831 55.979.465.287 Net amount
69



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%, 0,01% dan 0,02% dari represent 0.01%, 0.01%, and 0.02% of total assets
total aset Kelompok Usaha masing-masing pada of the Group as of December 31, 2019, December
tanggal 31 Desember 2019, 31 Desember 2018 dan 31, 2018 and January 1, 2018/December 31, 2017,
1 Januari 2018/31 Desember 2017. respectively.
Analisis umur piutang lain-lain adalah sebagai The aging analysis of other receivables is as
berikut: follows:
1 Januari 2018/
31 Desember 2017/
Belum jatuh tempo 16.328.976.498 10.669.307.860 5.475.499.092 Current

Lewat jatuh tempo Overdue
< 1 tahun 11.701.449.903 10.451.994.943 6.916.514.350 < 1 year
1-2 tahun 12.974.129.344 9.609.571.478 11.422.619.248 1-2 years
> 2 tahun 38.149.317.239 40.017.950.705 37.046.745.592 > 2 years
Total 79.153.872.984 70.748.824.986 60.861.378.282 Total
Total bersih 74.271.645.469 63.385.851.831 55.979.465.287 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 in
piutang lain-lain di atas adalah cukup. value of other receivables is sufficient.
70



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:
1 Januari 2018/
31 Desember 2017/
Persediaan suku cadang 12.218.008.251 11.708.378.317 9.111.909.845 Spareparts inventories
Persediaan mekanikal dan Mechanical and air conditioning
pendingin udara 3.114.797.052 2.290.027.921 3.382.258.082 inventories
Persediaan alat tulis kantor Office stationery
dan percetakan 2.307.835.849 2.223.542.321 2.101.279.096 and printing inventories
Persediaan listrik dan air 1.469.520.961 1.962.477.885 1.491.658.270 Electricity and water inventories
Persediaan elektronika 1.455.148.361 1.209.256.683 1.006.865.320 Electronic inventories
Persediaan bahan bakar
dan pelumas 924.382.106 1.232.165.036 953.781.211 Fuel and lubricants
Persediaan keamanan dan Security and firefighter
pemadam kebakaran 737.080.541 979.103.239 1.118.389.637 inventories
Persediaan pemeliharaan alat besar 665.862.799 1.167.337.265 430.953.114 Heavy equipment inventories
Persediaan bangunan 32.275.829 197.021.408 64.465.275 Buliding inventories
Persediaan perbengkelan 18.527.309 56.614.050 6.740.000 Workshop inventories
Persediaan lain-lain 1.116.063.626 556.309.640 489.534.557 Other inventories
Total 24.059.502.684 23.582.233.765 20.157.834.407 Total
Kelompok Usaha berpendapat bahwa nilai tercatat The Group believes that the carrying values of its
persediaannya tidak melebihi nilai realisasi inventories do not exceed their net realizable values
bersihnya pada tanggal 31 Desember 2019, 31 as of December 31, 2019, December 31, 2018 and
Desember 2018 dan 1 Januari 2018/31 Desember January 1, 2018/December 31, 2017.
2017.
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.
71



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:
1 Januari 2018/
31 Desember 2017/
Uang muka karyawan 71.389.951.798 75.488.304.601 73.923.333.684 Advances for employees

Lain-lain 15.305.280.941 14.419.778.539 9.618.431.854 Others
Total 86.695.232.739 89.908.083.140 83.541.765.538 Total
10. BIAYA DIBAYAR DI MUKA 10. PREPAID EXPENSES
Rincian akun ini adalah sebagai berikut: The details of this account is as follow:
1 Januari 2018/
31 Desember 2017/
Asuransi 29.730.154.968 28.973.197.210 26.213.970.907 Insurance

Kontribusi tetap 11.129.694.997 9.200.768.000 - Fixed contribution
Sewa 6.071.301.020 6.337.311.704 5.687.619.998 Rent
Lain-lain 9.379.508.201 14.670.609.716 9.726.960.035 Others
Total 56.310.659.186 59.181.886.630 41.628.550.940 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:

1 Januari 2018/
31 Desember 2017/
Aeronautika 173.343.892.855 262.077.340.083 162.006.726.867 Aeronautical

Non-aeronautika 339.559.972.940 220.048.765.689 260.868.685.826 Non-aeronautical
Total 512.903.865.795 482.126.105.772 422.875.412.693 Total
72



12. ASET KEUANGAN YANG TERSEDIA UNTUK 12. AVAILABLE-FOR-SALE FINANCIAL ASSETS
DIJUAL
Aset keuangan yang tersedia untuk dijual terdiri dari Available-for-sale financial assets consist of
investasi obiligasi dan reksadana dengan rincian investments in bonds and mutual funds with details
sebagai berikut: as follows:

1 Januari 2018/
31 Desember 2017/
Obligasi Negara Government Bonds

Obligasi Negara Tahun 2007 Government Bond Year 2007
Seri FR0047 30.000.000.000 30.000.000.000 30.000.000.000 Series FR0047
Seri FR0045 15.150.000.000 15.150.000.000 15.150.000.000 Series FR0045
Obligasi Korporat Corporate Bonds

Obligasi XIV Bank BTN
Tahun 2010 10.000.000.000 10.000.000.000 10.000.000.000 Bank BTN XIV Bond Year 2010
Obligasi Indosat VIII Indosat VIII Bond
Tahun 2012 Seri A - 7.000.000.000 7.000.000.000 Year 2012 Series A
Sukuk Ijarah Indosat V Sukuk Ijarah Indosat V
Tahun 2012 - 5.000.000.000 5.000.000.000 Year 2012
Danareksa Tahap I Danareksa Part 1
Tahun 2012 Seri B - - 3.000.000.000 Year 2012 Series B
Total 55.150.000.000 67.150.000.000 70.150.000.000 Total
Reksadana Mutual Fund

RDPT Syailendra Multifinance RDPT Syailendra Multifinance
Rupiah 1 10.000.000.000 10.000.000.000 10.000.000.000 Rupiah 1
Total 65.150.000.000 77.150.000.000 80.150.000.000 Total
Kenaikan bersih nilai Net increase in value

aset keuangan yang tersedia of available-for-sale
untuk dijual 7.820.400.000 4.037.063.000 12.025.300.000 financial assets
Total 72.970.400.000 81.187.063.000 92.175.300.000 Total
Dikurangi: bagian lancar Less: current portion

aset keuangan yang tersedia of available-for-sale
untuk dijual 10.180.000.000 12.018.400.000 - financial assets
Total 62.790.400.000 69.168.663.000 92.175.300.000 Total
Keuntungan yang belum direalisasi

dari aset keuangan tersedia Unrealized gain from available-
untuk dijual for-sale financial assets
31 Desember 2019 7.820.400.000 - - December 31, 2019
31 Desember 2018 (4.037.063.000) 4.037.063.000 - December 31, 2018
31 Desember 2017 - (12.025.300.000) 12.025.300.000 December 31, 2017
31 Desember 2016 - - (2.987.400.000) December 31, 2016
Total 3.783.337.000 (7.988.237.000) 9.037.900.000 Total
73



12. ASET KEUANGAN YANG TERSEDIA UNTUK 12. AVAILABLE-FOR-SALE FINANCIAL ASSETS
DIJUAL (lanjutan) (continued)
Nilai wajar seluruh aset keuangan tersedia untuk The fair value of all available-for-sale financial
dijual berdasarkan harga penawaran yang berlaku assets is based on the current bid price in active
dalam pasar yang aktif dan input selain harga pasar markets and observable inputs other than quoted
yang dapat diobservasi. Untuk informasi lebih lanjut prices. For further information about the methods
mengenai metode dan asumsi yang digunakan used and assumptions applied in determining fair
dalam menentukan nilai wajar (Catatan 2w). value (Note 2w).
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
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

Disajikan kembali - Catatan 4/As restated - Note 4
Kenaikan
Nilai perolehan/ Nilai pasar/ (penurunan)/
Acquisition value Market value Increase (decrease)

Seri FR0047 30.000.000.000 31.833.000.000 1.833.000.000 Series FR0047
Seri FR0045 15.150.000.000 16.749.000.000 1.599.000.000 Series FR0045
Tahun 2012 Seri A 7.000.000.000 6.980.400.000 (19.600.000) Year 2012 Series A
Tahun 2012 5.000.000.000 5.038.000.000 38.000.000 Year 2012
Rupiah 1 10.000.000.000 10.186.663.000 186.663.000 Rupiah 1
Total 77.150.000.000 81.187.063.000 4.037.063.000 Total
1 Januari 2018/31 Desember 2017/January 1, 2018/December 31, 2017

Nilai perolehan/ Nilai pasar/ Kenaikan/

Acquisition value Market value Increase

Seri FR0047 30.000.000.000 37.275.000.000 7.275.000.000 Series FR0047
Seri FR0045 15.150.000.000 18.750.000.000 3.600.000.000 Series FR0045
Tahun 2012 Seri A 7.000.000.000 7.171.500.000 171.500.000 Year 2012 Series A
Tahun 2012 5.000.000.000 5.099.000.000 99.000.000 Year 2012
Danareksa Tahap I Danareksa Part 1
Tahun 2012 Seri B 3.000.000.000 3.007.500.000 7.500.000 Year 2012 Series B
Rupiah 1 10.000.000.000 10.157.300.000 157.300.000 Rupiah 1
Total 80.150.000.000 92.175.300.000 12.025.300.000 Total
74



13. PENYERTAAN SAHAM 13. INVESTMENTS IN SHARES OF STOCK

Rincian akun ini adalah sebagai berikut: The details of this account are as follows:

1 Januari 2018/
31 Desember 2017/
PT Railink 228.572.151.892 186.578.608.761 207.281.517.167 PT Railink

PT Bandarudara Internasional PT Bandarudara Internasional
Jawa Barat 194.175.967.735 - - Jawa Barat
PT Purantara Mitra Angkasa Dua 5.253.280.125 5.253.280.125 5.253.280.125 PT Purantara Mitra Angkasa Dua
Total 428.001.399.752 191.831.888.886 212.534.797.292 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.
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 (Note
Rp51.800.000.000 (Catatan 47) dan tunai 47) and cash of Rp39,800,000,000 where the
sebesar Rp39.800.000.000 sehingga jumlah Company’s capital contribution in Railink
setoran modal Perusahaan di Railink menjadi became Rp316,000,000,000 with the same
Rp316.000.000.000 dengan persentase percentage of ownership.
kepemilikan tetap.
75



13. PENYERTAAN SAHAM (lanjutan) 13. INVESTMENTS IN SHARES OF STOCK

(continued)
a. PT Railink (“Railink”) (lanjutan) a. PT Railink (“Railink”) (continued)

1 Januari 2018/
31 Desember 2017/
Biaya perolehan 99.600.000.000 99.600.000.000 99.600.000.000 Acquisition cost

Tambahan biaya perolehan 216.400.000.000 124.800.000.000 124.800.000.000 Additon of acquisition cost
Total biaya perolehan 316.000.000.000 224.400.000.000 224.400.000.000 Total carrying value
Akumulasi bagian rugi (87.361.492.763) (37.757.209.039) (17.094.446.133) Cummulative share of loss

Rugi komprehensif lain (66.355.345) (64.182.200) (24.036.700) Other comprehensive loss
Total 228.572.151.892 186.578.608.761 207.281.517.167 Total
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 2019, 31 the year ended December 31, 2019 and
Desember 2018, dan 1 Januari 2018/31 December 31, 2018, and January 1,
Desember 2017. 2018/December 31, 2017, 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.
76




(continued)
b. PT Bandarudara Internasional Jawa Barat b. PT Bandarudara Internasional Jawa Barat
(“BIJB”) (lanjutan) (“BIJB”) (continued)
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.
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 2019 the year ended December 31, 2019 is as
adalah sebagai berikut: follows:

1 Januari 2018/
31 Desember 2017/
Biaya perolehan 200.000.000.000 - - Acquisition cost
Total biaya perolehan 200.000.000.000 - - Total carrying value
Akumulasi bagian rugi (5.824.032.265) - - Cummulative share of loss
Total 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.
77




(continued)
c. PT Purantara Mitra Angkasa Dua (“PMAD”) c. PT Purantara Mitra Angkasa Dua (“PMAD”)
Nilai investasi di PMAD pada tanggal The balance of investment in PMAD as of

31 Desember 2019 dan 2018 masing-masing December 31, 2019 and 2018 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
Informasi tambahan pada tanggal Additional information as of December 31, 2019 and
31 Desember 2019 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 Bersih/
Total Assets Total Liabilities Total Revenues Net Loss
PT Railink 1.231.211.706.922 659.781.327.191 140.718.009.902 (123.850.253.808) PT Railink

PT Bandarudara
Internasional Jawa PT Bandarudara
Barat 3.092.533.445.002 1.899.633.872.826 14.466.500.929 (369.270.440.073) 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 (%) 2019 2018
PT Railink 40,00% (49.540.101.523) (20.646.928.815) PT Railink

PT Bandarudara Internasional PT Bandarudara Internasional
Jawa Barat 11,34% (5.824.032.265) - Jawa Barat
Total (55.364.133.788) (20.646.928.815) 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.
78



14. UANG MUKA PEMBELIAN TANAH (lanjutan) 14. ADVANCE FOR LAND ACQUISTION (continued)
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.
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.
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.
79



14. UANG MUKA PEMBELIAN TANAH (lanjutan) 14. ADVANCE FOR LAND ACQUISTION (continued)
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.
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.
2018 dan 1 Januari 2018/31 Desember 2017 January 1, 2018/December 31, 2017, the progress
pembebasan tanah yang telah dilakukan oleh of 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, 158.24 Ha, and
seluas 167,5 Ha, 158,24 Ha, dan 31.15 Ha with total payments to land owner
31,15 Ha dengan jumlah pembayaran kepada amounted to Rp3,269,012,946,947,
pemilik lahan masing-masing sebesar Rp3,174,021,348,889 and Rp515,744,404,739,
Rp3.269.012.946.947, Rp3.174.021.348.889 dan respectively.
Rp515.744.404.739.
80




15. PROPERTI INVESTASI (lanjutan) 15. INVESTMENT PROPERTIES (continued)
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 2019 adalah area as of December 31, 2019 amounted
masing-masing sebesar Rp519.756.963.000, to Rp519,756,963,000, Rp67,553,069,000,
Rp67.553.069.000, Rp11.482.110.000, Rp11,482,110,000, Rp9,027,406,834,000 and
Rp9.027.406.834.000 dan Rp176.975.152.000 yang Rp176,975,152,000, respectively, which were
ditentukan berdasarkan Nilai Jual Objek Pajak determined based on Sales Value of Tax Object
(NJOP) atas properti investasi. (NJOP) of the investment properties.
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 2019, 31 as of December 31, 2019, December 31, 2018 and
Desember 2018, dan 1 Januari 2018/31 Desember January 1, 2018/December 31, 2017.
2017.
16. ASET TETAP 16. FIXED ASSETS

Tahun yang berakhir pada tanggal 31 Desember 2019/
Saldo Awal/ Saldo Akhir/

Beginning Penambahan/ Pengurangan/ Reklasifikasi/ Ending
Balance Additions Deductions Reclassifications Balance
Harga Perolehan Acquisition cost

Kepemilikan langsung Direct ownership
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 komputer 68.349.433.092 6.482.348.952 - - 74.831.782.044 Computer 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 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 in value
Nilai buku bersih 29.367.896.002.269 33.506.683.261.071 Net book value
82



16. ASET TETAP (lanjutan) 16. FIXED ASSETS (continued)

Tahun yang berakhir pada tanggal 31 Desember 2018/
Saldo Awal/ Saldo Akhlr/

Beginning Penambahan/ Pengurangan/ Reklasifikasi/ Ending
Balance Additions Deductions Reclassifications Balance
Harga Perolehan Acquisition cost

Tanah 616.428.222.883 6.122.548.374 - - 622.550.771.257 Land
Bangunan lapangan 9.303.806.375.753 - - 991.492.399.141 10.295.298.774.894 Field construction
Bangunan gedung 6.314.184.241.076 - - 959.910.972.372 7.274.095.213.448 Building
Alat bantu navigasi 114.506.399.208 5.407.724.678 - 20.294.142.957 140.208.266.843 Navigation supporting equipment
Alat pengangkutan 1.732.650.785.378 94.119.873.817 9.296.283.629 - 1.817.474.375.566 Transportation equipment
Instalasi dan Jaringan 4.187.027.478.434 194.969.891.104 1.269.413.269 10.893.371.609 4.391.621.327.878 Installation and networking
Perlengkapan terminal dan gedung 3.063.038.223.561 364.482.022.812 1.025.713.097 1.103.234.512.927 4.529.729.046.203 Terminal and building equipment
Peralatan bengkel 79.005.779.516 4.229.806.109 7.900.000 137.200.576.624 220.428.262.249 Workshop equipment
Peralatan komputer 47.467.810.578 18.109.727.755 - 2.771.894.759 68.349.433.092 Computer equipment
Peralatan parkir 13.061.055.055 2.132.328.378 - 192.180.000 15.385.563.433 Property and equipment - parking
Overlay 448.441.979.572 - - 311.920.336.627 760.362.316.199 Overlay
Lain-lain 198.731.061.664 75.536.803.427 220.311.503 20.362.698.309 294.410.251.897 Others
Aset dalam penyelesaian 3.850.768.092.166 5.437.050.762.463 - (3.558.273.085.325) 5.729.545.769.304 Assets under construction
Total 30.310.167.721.814 6.256.036.277.650 12.525.901.604 - 36.553.678.097.860 Total
Akumulasi penyusutan Accumulated depreciation

dan penurunan nilai and impairment
Bangunan lapangan 1.089.543.893.056 233.980.451.433 - - 1.323.524.344.489 Field construction
Bangunan gedung 963.768.890.905 186.441.166.103 - - 1.150.210.057.008 Buildings
Alat pengangkutan 854.883.691.915 146.313.618.277 9.296.283.629 - 991.901.026.563 Transportation equipment
Instalasi dan jaringan 1.369.335.561.449 318.083.470.372 1.269.413.269 - 1.686.149.618.552 Installation and networking
Perlengkapan terminal dan gedung 878.161.614.371 240.594.226.986 1.025.713.097 - 1.117.730.128.260 Terminal and building equipment
Peralatan bengkel 52.707.319.023 7.209.644.432 7.900.000 - 59.909.063.455 Workshop equipment
Peralatan parkir 9.282.343.507 2.487.352.937 - - 11.769.696.444 Property and equipment - parking
Overlay 231.732.859.463 91.100.549.781 - - 322.833.409.244 Overlay
Lain-lain 100.531.689.333 28.677.698.291 220.311.503 - 128.989.076.121 Others
Total 5.852.961.825.910 1.317.487.804.136 12.521.648.237 - 7.157.927.981.809 Total
Cadangan penurunan nilai 27.854.113.782 27.854.113.782 Impairment in value
Nilai buku bersih 24.429.351.782.122 29.367.896.002.269 Net book value
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.
Efektif 1 Januari 2019, Perusahaan melakukan Effective on January 1, 2019, the Company
perubahan umur manfaat overlay dari 4 dan 10 changed the useful lifes of overlay from 4 and 10
tahun menjadi 1,5, 5 dan 10 tahun agar years to 1.5, 5 and 10 years to reflect the economic
mencerminkan umur ekonomis overlay pada saat life of overlay at that time. The impact of such
ini. Dampak dari perubahan tersebut adalah changes is a reduction of depreciation expense for
pengurangan beban penyusutan untuk tahun current year and the following years are as follow:
berjalan dan tahun berikutnya sebagai berikut:
Pengurangan dalam
beban penyusutan/
Reduction of
depreciation expense
2019 63.861.231.569 2019

2020 63.934.187.364 2020
2021 50.467.663.374 2021
2022 6.726.791.539 2022
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).
83



16. ASET TETAP (lanjutan) 16. FIXED ASSETS (continued)

Pada tanggal 31 Desember 2019 dan 2018, As of December 31, 2019 and 2018, 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 Rp17,816,007,744,962
dengan nilai pertanggungan masing-masing and Rp16,185,080,206,303 respectively. In
sebesar Rp17.816.007.744.962 dan management’s opinion, the above insurance
Rp16.185.080.206.303. 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 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
Perkiraan % Nilai Tahun perkiraan

penyelesaian/ tercatat/ penyelesaian/
Estimated % Carrying Estimated years
31 Desember 2018 of completion value of completion December 31, 2018
Bangunan gedung dalam

penyelesaian 58,87% 2.695.095.787.619 2019-2021 Building under construction
Bangunan lapangan dalam
penyelesaian 80,89% 1.801.182.676.270 2019-2020 Building field under construction
Lain-lain dalam penyelesaian 99,62% 1.233.267.305.415 2019 Others under construction
Aset dalam penyelesaian 5.729.545.769.304 Assets under construction
Untuk tahun yang berakhir pada tanggal For the year ended December 31, 2019 and 2018,
31 Desember 2019 dan 2018 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 Rp196,990,629,641 and
penyelesaian masing-masing sebesar Rp155,409,430,741, respectively. The Company
Rp196.990.629.641 dan Rp155.409.430.741. capitalized borrowing costs, in accordance with
Perusahaan mengkapitalisasi biaya pinjaman PSAK No. 26, “Capitalization of Borrowing Costs”.
sesuai dengan ketentuan di PSAK No. 26,
“Kapitalisasi Biaya Pinjaman”.
84



17. ASET TIDAK LANCAR LAIN-LAIN 17. OTHER NON-CURRENT ASSETS
Rincian aset tidak lancar lain-lain adalah sebagai The details of other non-current assets are as
berikut: follows:

1 Januari 2018/
31 Desember 2017/
Perangkat lunak, bersih 89.754.813.002 125.507.513.707 91.870.934.494 Software, net

Aset LPPNPI 18.491.397.275 18.491.397.275 18.491.397.275 LPPNPI Assets
Jaminan 3.294.877.037 2.194.699.217 2.724.991.837 Deposits
Lainnya 6.533.041.276 6.130.568.104 3.535.041.314 Others
Total 118.074.128.590 152.324.178.303 116.622.364.920 Total
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, 2019, December 31,
31 Desember 2019, 31 Desember 2018 dan 2018 and January 1, 2018/December 31, 2017
1 Januari 2018/31 Desember 2017 masing-masing amounted to Rp86,971,088,588, Rp47,767,414,851
sebesar Rp86.971.088.588, Rp47.767.414.851 dan and Rp21,480,964,036, respectively.
Rp21.480.964.036.
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.
18. UTANG USAHA 18. 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:

1 Januari 2018/
31 Desember 2017/

PT Wijaya Karya Rekayasa PT Wijaya Karya Rekayasa
Konstruksi (Persero) Tbk 24.446.899.295 13.398.308.800 4.301.847.200 Konstruksi (Persero) Tbk
PT Garuda Maintenance Facility PT Garuda Maintenance Facility
AeroAsia Tbk 13.695.717.744 5.015.573.830 3.801.074.523 AeroAsia Tbk
PT Telekomunikasi Indonesia PT Telekomunikasi Indonesia
PT Garuda Indonesia PT Garuda Indonesia
(Persero) Tbk 1.840.034.237 2.520.633.809 - (Persero) Tbk
PT Angkasa Pura I (Persero) 1.355.033.267 625.872.094 311.256 PT Angkasa Pura I (Persero)
PT Citilink Indonesia 475.611.588 2.252.090.610 2.163.434.994 PT Citilink Indonesia
PT Aero System Indonesia - 4.991.460.192 1.539.749.736 PT Aero System Indonesia
Lainnya 8.998.156.330 8.528.439.019 5.811.233.380 Others
85



18. UTANG USAHA (lanjutan) 18. 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
(lanjutan): (continued):

1 Januari 2018/
31 Desember 2017/

PT Bumi Liputan Jaya (Blue Sky) 74.216.414.630 3.518.625.971 2.177.169.242 PT Bumi Liputan Jaya (Blue Sky)
PT ISS Indonesia 41.139.948.573 40.120.143.256 4.822.697.696 PT ISS Indonesia
PT Nusantara Aero Mandiri 21.104.367.750 - - PT Nusantara Aero Mandiri
PT Lusavindra Jayamadya 13.006.115.455 122.503.300 13.357.925.000 PT Lusavindra Jayamadya
PT Berliankreasi Anekateknik 10.269.815.845 - - PT Berliankreasi Anekateknik
PT Graha Humanindo 9.912.405.543 13.072.627.489 11.242.411.156 PT Graha Humanindo
PT Infinite Business Synergy 9.469.845.000 - - PT Infinite Business Synergy
PT Jaya Teknik Indonesia 7.863.454.830 13.990.354.444 5.343.356.158 PT Jaya Teknik Indonesia
PT Dahliatama 7.183.608.171 2.539.523.423 3.762.252.157 PT Dahliatama
PT MCO Jaya 6.803.108.466 9.834.261.849 1.453.358.595 PT MCO Jaya
PT Inti Barokah Utama 6.121.785.100 2.752.386.821 1.171.648.120 PT Inti Barokah Utama
PT Souci Indo Prima 5.838.499.219 3.954.014.015 2.081.469.252 PT Souci Indo Prima
PT Galva Technologies 5.464.134.124 - - PT Galva Technologies
PT Personel Alih Daya 4.484.726.202 2.527.559.347 2.252.755.512 PT Personel Alih Daya
PT Mitra Angkasa 4.165.148.689 1.494.309.389 1.875.408.827 PT Mitra Angkasa
PT Provis 3.899.694.863 5.891.800.456 19.495.257.266 PT Provis
PT Sentral Informatika 3.780.118.334 12.075.948.500 - PT Sentral Informatika
PT Dinamika Prima 3.636.938.195 1.967.376.017 1.713.435.594 PT Dinamika Prima
PT Tamiang Multi Trada 3.548.387.497 797.014.000 - PT Tamiang Multi Trada
PT Centrepark Citra Corpora 3.097.182.435 231.000.000 462.000.000 PT Centrepark Citra Corpora
PT Jakadara A 2.918.662.523 1.529.593.756 307.561.018 PT Jakadara A
PT Airmas Adhidaksa Solusindo 2.675.845.562 294.656.954 - PT Airmas Adhidaksa Solusindo
PT Hajar Aswad Kontruksindo 2.626.028.365 - - PT Hajar Aswad Kontruksindo
PT Menara Angkasa 2.560.182.500 217.134.000 178.092.000 PT Menara Angkasa
PT Pattra Aksa Jaya 2.187.981.453 144.001.000 262.801.000 PT Pattra Aksa Jaya
PT Jasa Angkasa Semesta 2.115.149.034 150.725.855 145.640.798 PT Jasa Angkasa Semesta
PT Sandhy Putra Makmur 2.090.498.368 2.245.146.442 1.187.632.004 PT Sandhy Putra Makmur
PT Indovickers Furnitama 1.996.555.000 4.389.000.000 - PT Indovickers Furnitama
PT Indonesia National Airservice 1.970.457.163 - 1.812.096.018 PT Indonesia National Airservice
PT Roadmixindo Raya 1.895.884.298 3.886.399.044 - PT Roadmixindo Raya
PT Kurnia Mitra 1.716.270.144 3.353.989.141 652.829.715 PT Kurnia Mitra
PT Prima Karya Sejahtera 1.586.195.919 1.353.742.346 2.120.778.333 PT Prima Karya Sejahtera
PT Era Supplies Indonesia 1.446.321.958 - - PT Era Supplies Indonesia
PT Triputra Tugumandiri 1.385.970.000 - - PT Triputra Tugumandiri
PT Centrepoint Indonesia 1.375.000.000 - - PT Centrepoint Indonesia
PT Arianto Darmawan 1.279.681.900 596.486.000 - PT Arianto Darmawan
PT Multi Prada Mandiri 1.260.000.000 - - PT Multi Prada Mandiri
PT Dita Persada Abadi 1.041.409.434 1.041.409.434 1.041.409.434 PT Dita Persada Abadi
PT Hema Medhajaya 922.350.000 4.389.000.000 - PT Hema Medhajaya
PT First Security 657.685.276 1.194.420.941 - PT First Security
PT Zoom Infotek Telesindo - 5.080.062.502 2.389.647.333 PT Zoom Infotek Telesindo
PT Prima Cahaya Sejati - 3.697.254.264 - PT Prima Cahaya Sejati
PT DHL Supply Chain Indonesia - 1.465.669.712 - PT DHL Supply Chain Indonesia
PT Dwi Cipta Multigraha - - 17.871.575.932 PT Dwi Cipta Multigraha
PT Mitra Infosarana - - 2.480.545.452 PT Mitra Infosarana
PT MJA Teknologi Indonesia - - 2.217.600.000 PT MJA Teknologi Indonesia
PT Indonesia National Airservice - - 1.812.096.018 PT Indonesia National Airservice
PT Eyro Digital Teknologi - - 1.501.500.000 PT Eyro Digital Teknologi
PT Elang Naga Angkasa - - 1.155.584.917 PT Elang Naga Angkasa
Lainnya 73.684.548.875 60.205.107.668 42.953.355.165 Others
Total 408.397.617.755 248.928.561.623 177.138.779.870 Total
Seluruh utang usaha Kelompok Usaha dalam mata All trade payables of the Group are in Rupiah.
uang Rupiah.
86



18. UTANG USAHA (lanjutan) 18. TRADE PAYABLES (continued)

Total utang usaha dari pihak berelasi Total trade payables to related parties represent
merepresentasikan 0,28%, 0,25% dan 0,23% dari 0.28%, 0.25% and 0.23% of total liabilities of the
total liabilitas Kelompok Usaha masing-masing pada Group as of December 31, 2019, December 31,
tanggal 31 Desember 2019, 31 Desember 2018, dan 2018 and January 1, 2018/December 31, 2017,
1 Januari 2018/31 Desember 2017. respectively.
19. UTANG LAIN-LAIN 19. OTHER PAYABLES
Utang lain-lain merupakan liabilitas jangka pendek Other payables are current liabilities which consist
yang terdiri dari: of the following liabilities:
1 Januari 2018/
31 Desember 2017/
Perolehan aset tetap 2.141.182.268.174 2.214.039.616.660 1.880.977.528.553 Acquisition of fixed asset
Titipan dan uang muka pelanggan 122.869.210.909 79.673.105.347 86.972.989.688 Deposit and advance from customer
Jaminan pelaksanaan 69.244.753.564 70.081.780.285 77.743.920.238 Deposit guarantee
Titipan collection fee 14.180.424.858 12.642.589.247 9.280.958.672 Deposit for collection fee
Titipan koperasi 11.951.589.203 10.885.693.765 10.930.211.594 Deposit for koperasi
Retribusi parkir 5.495.895.133 7.794.984.609 7.479.461.494 Parking retribution
Titipan lainnya 26.406.750.125 64.670.460.593 44.200.639.147 Other deposits
Total 2.391.330.891.966 2.459.788.230.506 2.117.585.709.386 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 PJP AP II, titipan Other deposits consist of PJP AP II deposit,
listrik, titipan PT Angkasa Pura I (Persero) (”AP I”) electrical deposit, PT Angkasa Pura I (Persero)
dan titipan zis (zakat, infaq, sodaqoh). (“AP I”), and deposit and zis deposit (zakat, infaq,
sodaqoh).
20. BEBAN AKRUAL 20. ACCRUED EXPENSES

Akun ini terdiri dari akrual untuk biaya-biaya sebagai This account consists of accruals for the following
berikut: expenses:
1 Januari 2018/
31 Desember 2017/
Pemeliharaan 462.082.513.879 555.372.133.938 559.006.960.008 Maintenance
Penerimaan Negara Bukan Non-Tax State
Pajak (PNBP) 340.093.040.236 301.544.449.158 236.130.992.291 Revenue (PNBP)
Umum 202.625.964.750 356.930.078.858 372.308.827.687 General
Sewa 128.846.448.919 73.980.303.165 85.330.227.946 Rental
Biaya pegawai 77.834.387.882 64.727.984.037 76.104.480.615 Employees expense
Operasional groundhandling 42.596.717.793 48.152.369.121 33.431.276.273 Groundhandling operational
Jasa konstruksi 42.487.620.927 50.824.297.959 16.152.781.078 Construction service
Denda 32.876.538.931 10.257.805.568 - Penalty
Bunga 29.145.101.104 21.208.149.675 9.586.076.963 Interest
Persediaan 10.745.430.696 9.663.320.076 16.365.803.687 Inventory
Lain-lain 27.208.372.474 20.457.522.652 21.534.860.494 Others
Total 1.396.542.137.591 1.513.118.414.207 1.425.952.287.042 Total
87



20. BEBAN AKRUAL (lanjutan) 20. ACCRUED EXPENSES (continued)
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, beban expenses for telecommunication, medical, collection
bagi hasil dan konsultan. fee, revenue sharing and consultant.
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 47f). Based on that agreement,
Konsesi) (Catatan 47f). 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, 2019 and 2018, the
aeronautikanya. Pada tanggal 31 Desember 2019 Company has recorded accrued expense totaling
dan 2018, Perusahaan telah mencatat beban akrual Rp340,093,040,236 and Rp301,544,449,158,
masing-masing sebesar Rp340.093.040.236 dan respectively, related to the regulation.
Rp301.544.449.158 sehubungan dengan peraturan
tersebut.
21. PERPAJAKAN 21. TAXATION
a. Pajak dibayar di muka a. Prepaid taxes
Akun ini terdiri dari: This account consist of:

1 Januari 2018/
31 Desember 2017/
Perusahaan The Company

Pajak pertambahan nilai 136.994.973.925 74.199.009.144 - Value added tax
Entitas anak Subsidiaries
Pajak penghasilan badan - 35.591.073.119 63.837.976.421 Corporate income tax
Pajak pertambahan nilai 196.267.559.730 98.705.852.365 41.671.572.792 Value added tax
Total 333.262.533.655 208.495.934.628 105.509.549.213 Total
88



21. PERPAJAKAN (lanjutan) 21. TAXATION (continued)
b. Estimasi tagihan pajak b. Estimated claims for refundable tax

1 Januari 2018/
31 Desember 2017/

Kelebihan pembayaran
pajak penghasilan Overpayment of
(Catatan 21e) 406.704.795.633 103.566.411.825 - income tax (Note 21e)

Pajak penghasilan badan 52.628.462.081 7.743.160.018 116.303.076 Corporate income tax
Pajak pertambahan nilai - - 40.257.496.352 Value added tax
Total 459.333.257.714 111.309.571.843 40.373.799.428 Total
c. Utang pajak c. Taxes payable

1 Januari 2018/
31 Desember 2017/

Pajak penghasilan Income taxes
Pasal 4 (2) 29.464.569.175 22.443.026.096 26.581.907.232 Article 4 (2)
Pasal 15 - 54.000 - Article 15
Pasal 21 21.551.193.412 7.294.360.190 8.821.312.924 Article 21
Pasal 22 821.060.840 735.573.343 972.119.466 Article 22
Pasal 23 3.030.694.282 3.057.843.663 2.475.246.310 Article 23
Pasal 25 - 32.094.790.841 32.000.371.551 Article 25
Pasal 26 - 143.871.714 24.991.767 Article 26
Pasal 29 - - 5.815.316.887 Article 29
Pajak pertambahan nilai - - 52.409.028.955 Value added tax

Pajak penghasilan Income taxes
Pasal 4 (2) 4.053.568.780 1.694.834.899 754.989.241 Article 4 (2)
Pasal 21 4.485.591.962 3.211.674.227 2.365.253.091 Article 21
Pasal 23 5.401.379.665 5.808.753.290 4.102.168.526 Article 23
Pasal 25 512.446.796 490.222.664 301.042.000 Article 25
Pasal 29 7.910.444.743 21.035.743.723 1.859.044.831 Article 29
Pajak pertambahan nilai 12.719.002.390 6.343.639.851 26.336.789 Value added tax
Pajak lainnya 912.863.675 130.422.948 2.344.278.425 Other taxes
Total 90.862.815.720 104.484.811.449 140.853.407.995 Total
89




d. Beban (manfaat) pajak penghasilan d. Income tax (benefit) expense
31 Desember/
Year ended December 31,
Disajikan kembali
Catatan 4/
2019 2018
Pajak kini Current tax

Tahun berjalan (276.844.137.750) (498.228.011.000) Current year
Hasil pemeriksaan pajak (6.443.535.767) - Tax assessment result
Entitas anak (63.818.232.923) (65.182.141.123) Subsidiaries
Sub-total (347.105.906.440) (563.410.152.123) Sub-total
Pajak tangguhan Deferred tax

Perusahaan (229.028.213.287) (177.019.750.758) The Company
Entitas anak 10.863.983.346 (10.389.478.792) Subsidiaries
Total (565.270.136.381) (750.819.381.673) Total
e. Taksiran pajak penghasilan e. Provision for income tax
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/
Disajikan kembali
Catatan 4/
2019 2018
Laba sebelum pajak penghasilan
badan menurut laporan laba rugi Profit before corporate income tax
dan penghasilan in consolidated statement
komprehensif lain of profit or loss and other
konsolidasian 1.572.526.285.852 2.708.761.310.675 comprehensive income
Dikurangi: laba entitas anak sebelum Less: profit of subsidiaries before
beban pajak penghasilan corporate income tax expense
badan dan efek eliminasi 142.859.185.872 353.050.859.811 and elimination effect
Laba Perusahaan sebelum Profit before corporate income

pajak penghasilan badan 1.429.667.099.980 2.355.710.450.864 tax attributable to the Company
90



e. Taksiran pajak penghasilan (lanjutan) e. Provision for income tax (continued)
pendapatan kena pajak Perusahaan adalah Company is as follows (continued):
sebagai berikut (lanjutan):
31 Desember/
Disajikan kembali
Catatan 4/
2019 2018
Laba Perusahaan sebelum Profit before corporate income

pajak penghasilan badan 1.429.667.099.980 2.355.710.450.864 tax attributable to the Company
Beban (penghasilan) yang Expense (income) already
pajaknya bersifat final subjected to final tax
Penghasilan bunga (130.927.544.040) (259.007.779.091) Interest income
Penghasilan sewa (615.802.233.048) (586.560.117.446) Rent income
Biaya atas penghasilan Expenses related to income
dikenakan pajak final 455.001.461.756 496.011.299.089 subjected to final tax
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 1.137.938.784.648 2.006.153.853.416 attributable to the Company
Ditambah (dikurangi): Add (deduct):

Beda temporer Temporary differences
Penyusutan aset tetap (935.151.117.017) (767.194.150.521) Depreciation of fixed assets
Penyisihan penurunan Provision for impairment
nilai piutang 27.651.118.676 (11.762.631.613) in value of receivable
Imbalan kerja (7.792.773.307) 39.955.627.429 Employee benefits
Beda tetap Permanent differences

Beban-beban yang tidak
dapat dikurangkan: Non-deductible expenses:
Beban pegawai 319.813.320.536 263.248.387.257 Employee expenses
Beban umum 288.044.548.212 311.531.651.037 General expenses
Lain-lain 276.872.670.187 150.979.307.978 Others
Sub-total 884.730.538.935 725.759.346.272 Sub-total
Taksiran penghasilan kena Estimated taxable income

pajak Perusahaan 1.107.376.551.935 1.992.912.044.983 of the Company
Taksiran penghasilan kena Estimated taxable income

pajak Perusahaan - dibulatkan 1.107.376.551.000 1.992.912.044.000 of the Company - rounded off
Beban pajak penghasilan 276.844.137.750 498.228.011.000 Income tax expense
91



e. Taksiran pajak penghasilan (lanjutan) e. Provision for income tax (continued)
pendapatan kena pajak Perusahaan adalah Company is as follows: (continued)
sebagai berikut: (lanjutan)

31 Desember/
Disajikan kembali
Catatan 4/
2019 2018

Dikurangi pajak penghasilan
dibayar dimuka Less prepayments of income tax
Pasal 23 258.208.584.238 216.656.932.733 Article 23
Pasal 25 278.823.350.798 385.137.490.092 Article 25
Total pajak dibayar dimuka 537.031.935.036 601.794.422.825 Total prepaid taxes
Taksiran utang (kelebihan
pembayaran) pajak Estimated income tax payable
penghasilan (overpayment)
(Catatan 21b) (260.187.797.286) (103.566.411.825) (Note 21b)
SPT pajak penghasilan badan tahun 2018 telah The Company’s 2018 corporate income tax has
dilaporkan dan SPT pajak penghasilan badan been reported and 2019 corporate income tax will
tahun 2019 akan dilaporkan sesuai dengan be reported based on the computation above.
perhitungan pajak di atas.
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/
Disajikan kembali
Catatan 4/
2019 2018
Laba sebelum pajak penghasilan Profit before corporate income tax
badan menurut laporan laba rugi in consolidated statement
dan penghasilan komprehensif of profit or loss and
lain konsolidasian 1.572.526.285.852 2.708.761.310.675 other comprehensive income
Beban pajak penghasilan
berdasarkan tarif pajak Income tax expense based on
yang berlaku 393.131.571.463 677.190.327.669 applicable tax rate
Beban tidak dapat dikurangkan 261.194.860.590 207.328.987.409 Non-deductible expenses
Hasil ketetapan pajak 18.458.905.522 - Tax assessment letter
Pendapatan yang dikenakan
pajak final (109.010.542.073) (130.592.183.326) Income subject to final tax
Penyesuaian 1.495.340.879 (3.107.750.079) Adjustments
92



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 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
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
Komposisi 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

Disajikan kembali - Catatan 4 / As restated - Note 4
Dikreditkan
(dibebankan)
ke laba rugi/ Dikreditkan
Credited ke ekuitas/
1 Januari 2018/ (charged) Credited 31 Desember 2018/
January 1, 2018 to profit or loss to equity December 31, 2018
Aset (liabilitas) pajak tangguhan Deferred tax asset (liabilities)

Perusahaan: The Company:
Liabilitas imbalan kerja 31.608.547.680 9.988.906.857 9.955.838.701 51.553.293.238 Employee benefits liability
penurunan piutang 48.623.962.200 (2.940.657.903) - 45.683.304.297 value of receivable
Total (147.577.145.173) (177.019.750.758) 9.955.838.701 (314.641.057.230) Total
Entitas Anak: Subsidiaries:

Liabilitas imbalan kerja 51.799.507.702 2.409.961.972 (6.801.768.863) 47.407.700.811 Employee benefits liability
penurunan piutang 13.567.216.317 (278.812.644) - 13.288.403.673 value of receivable
Pencadangan bonus dan tantiem 4.025.000.000 (599.940.573) - 3.425.059.427 Provision of bonus and tantiem
Komposisi kerugian fiskal 5.728.268.525 (5.728.268.525) - - Compensation of fiscal loss
Total 64.795.850.180 (10.389.478.792) (6.801.768.863) 47.604.602.525 Total
g. Surat ketetapan dan tagihan pajak g. Tax assessment and collection letters
Pada tahun 2019, Perusahaan menerima surat In 2019, the Company received tax
ketetapan pajak kurang bayar atas beberapa assessment letters on underpayment of certain
jenis pajak untuk tahun pajak 2016. Atas taxes for fiscal year 2016. In relation to
ketetapan kurang bayar pajak tersebut, assessment of underpayment, the Company
Perusahaan mengakui beban sebesar recognized expenses amounted to
Rp13.530.507.425 dalam laporan laba rugi dan Rp13,530,507,425 in consolidated statement
penghasilan komprehensif lain konsolidasian of profit or loss and other comprehensive
tahun 2019. income for 2019.
93



22. LIABILITAS DANA PENSIUN 22. PENSION FUND LIABILITIES
2018 dan 1 Januari 2018/31 Desember 2017, akun January 1, 2018/December 31, 2017, this account
ini terutama merupakan kewajiban pembayaran mainly represents payable of insurance premium
premi asuransi dan iuran dana pensiun. and pension fund contribution.
23. PENDAPATAN YANG DITERIMA DI MUKA 23. 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:

1 Januari 2018/
31 Desember 2017/
Sewa ruang 91.280.945.806 58.019.665.081 78.995.789.703 Space rental

Pemasangan reklame 62.135.358.061 59.476.735.826 53.712.269.552 Advertising installation
Sewa tanah 20.228.266.315 7.577.949.866 8.121.400.268 Land rental
Konsesi dan airport pass 7.500.841.388 15.106.493.765 16.813.195.844 Concession and airport pass
Lain-lain 15.464.385.720 13.643.382.122 9.319.979.635 Others
Total 196.609.797.290 153.824.226.660 166.962.635.002 Total
24. PINJAMAN JANGKA PANJANG 24. LONG-TERM LOANS
Pinjaman jangka panjang terdiri dari: Long-term loans consists of:

1 Januari 2018/
31 Desember 2017/
Utang bank jangka panjang 10.919.737.211.065 7.144.758.796.440 4.361.245.360.445 Long-term bank loans
Utang obligasi 2.750.000.000.000 2.750.000.000.000 2.000.000.000.000 Bonds payable
Sub-total 13.669.737.211.065 9.894.758.796.440 6.361.245.360.445 Sub-total

Biaya transaksi
yang belum diamortisasi (44.243.787.624) (44.293.508.359) (28.453.379.176) Unamortized transaction cost
Total 13.625.493.423.441 9.850.465.288.081 6.332.791.981.269 Total
Dikurangi: bagian lancar Less: current portion

Utang bank jangka panjang (585.388.500.000) (335.334.333.333) (133.466.336.718) Long-term bank loans
Porsi tidak lancar: Non-current portion:

Total 13.040.104.923.441 9.515.130.954.748 6.199.325.644.551 Total
94



24. PINJAMAN JANGKA PANJANG (lanjutan) 24. LONG-TERM LOANS (continued)
a. Utang bank jangka panjang a. Long-term bank loans
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
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
PT Bank Tabungan Negara (Persero) Tbk (“BTN”) 12 September 2018/ 1.000.000.000.000
September 12, 2018
Rincian jumlah pinjaman jangka panjang The details of the long-term loans are as follows:
adalah sebagai berikut:
1 Januari 2018/
31 Desember 2017/
Rupiah Rupiah
Maybank 4.265.625.000.000 2.019.413.332.804 1.488.806.758.850 Maybank
Rupiah Rupiah
SMI 1.847.738.211.065 706.150.842.035 411.588.595.356 SMI
EXIM 1.375.124.000.000 1.468.800.000.000 1.408.930.596.484 EXIM
BTN 1.000.000.000.000 454.554.621.601 - BTN
BRI 685.416.666.667 700.000.000.000 437.231.702.485 BRI
BNI 685.416.666.667 700.000.000.000 185.985.036.177 BNI
Mandiri 685.416.666.666 700.000.000.000 190.632.028.279 Mandiri
IIF 375.000.000.000 395.840.000.000 238.070.642.814 IIF
Sub-total 6.654.112.211.065 5.125.345.463.636 2.872.438.601.595 Subtotal
Total 10.919.737.211.065 7.144.758.796.440 4.361.245.360.445 Total
Jumlah tersebut di atas merupakan jumlah Total amount above represents total amount
sebelum penyesuaian nilai wajar. before adjustment to fair value.
95



a. Utang bank jangka panjang (lanjutan) a. Long-term bank loans (continued)
Rincian jumlah sisa fasilitas pinjaman adalah The details of the remaining amount of loan
sebagai berikut: facilities are as follows:

1 Januari 2018/
31 Desember 2017/
Rupiah Rupiah
Maybank - 2.386.836.667.197 - Maybank
Rupiah Rupiah
SMI 100.184.440.564 1.278.211.657.966 88.411.404.644 SMI
BTN - 545.445.378.399 - BTN
Mandiri - - 509.367.971.721 Mandiri
BNI - - 514.014.963.823 BNI
BRI - - 262.768.297.515 BRI
IIF - - 161.929.357.186 IIF
EXIM - - 91.069.403.516 EXIM
Sub-total 100.184.440.564 1.823.657.036.365 1.627.561.398.405 Subtotal
Total 100.184.440.564 4.210.493.703.562 1.627.561.398.405 Total
sebelum penyesuaian nilai wajar. before adjustment to fair value.
Seluruh pinjaman Perusahaan memiliki masa All Company's loans have grace period of
tenggang selama 3 (tiga) tahun. Perusahaan 3 (three) years. The Company is required to pay
diharuskan membayar kembali secara 3 (tiga) quarterly installments after the grace period.
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 sekali pay a provision fee or an up-front fee of 0.65%,
di awal masa peminjaman sebesar 0,65% dari from the total loan facility once at the beginning
jumlah fasilitas pinjaman yang tersedia. of loan period.
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
dari jumlah fasilitas pinjaman yang tersedia facility proportionally per drawdown amount.
yang dibayarkan secara proposional per
penarikan .
96



Rincian utang bank jangka panjang adalah The details of long-term bank loans are as
sebagai berikut: follows:

1 Januari 2018/
31 Desember 2017/
Rekanan December 31, 2019 December 31, 2018 December 31, 2017 Counterparts
Maybank 4.254.134.024.524 2.002.653.523.049 1.482.695.442.254 Maybank

SMI 1.845.082.303.700 703.822.336.746 408.638.764.920 SMI
EXIM 1.368.360.430.044 1.464.938.514.304 1.399.493.544.937 EXIM
BTN 999.047.877.764 449.776.280.982 - BTN
BRI 682.113.486.229 699.185.856.405 435.747.280.224 BRI
BNI 682.063.922.085 698.536.620.301 185.160.842.784 BNI
Mandiri 681.912.896.487 698.721.163.427 190.097.410.245 Mandiri
IIF 372.920.867.323 395.176.126.735 236.725.168.795 IIF
10.885.635.808.156 7.112.810.421.949 4.338.558.454.159

Dikurangi bagian yang jatuh
tempo dalam satu tahun (585.388.500.000) (335.334.333.333) (133.466.336.718) Less current maturities
Porsi jangka panjang 10.300.247.308.156 6.777.476.088.616 4.205.092.117.441 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 dan 15 November 2019 15, 2019 and November 15, 2019 the
Perusahaan melakukan pembayaran atas Company has made repayment on long-term
pinjaman jangka panjang ke Maybank masing- loans to Maybank amounting
masing sebesar Rp11.193.241.152, Rp11,193,241,152, Rp20,056,758,848,
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 and
Rp31.250.000.000 dan Rp46.875.000.000. 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 dan 29 November 2019 September 1, 2019 and November 29, 2019,
Perusahaan melakukan pembayaran atas the Company has made repayment on long-
pinjaman jangka panjang ke SMI masing- term 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 and Rp10,412,500,000,
Rp10.412.500.000 dan Rp 10.412.500.000. respectively.
Pada tanggal 15 Oktober 2018, 15 Januari On October 15, 2018, January 15, 2019, April
2019, 15 April 2019, 15 Juli 2019 dan 15 15, 2019, July 15, 2019 and October 15, 2019,
Oktober 2019, Perusahaan melakukan the Company has made repayment on long-
pembayaran atas pinjaman jangka panjang ke term loans to IIF amounting Rp4,160,000,000,
IIF masing-masing 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 and Rp8,320,000,000,
Rp4.160.000.000 dan Rp8.320.000.000. respectively.
97




Pada tanggal 25 Juli 2018, 25 Oktober 2018, 25 On July 25, 2018, October 25, 2018, January
Januari 2019, 25 April 2019, 25 Juli 2019 dan 25, 2019, April 25, 2019, July 25, 2019 and
25 Oktober 2019, Perusahaan melakukan October 25, 2019, the Company has made
pembayaran atas pinjaman jangka panjang ke repayment on long-term loans to Eximbank
Eximbank sebesar Rp15.600.000.000, amounting 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 dan Rp15,600,000,000, Rp31,238,000,000 and
Rp31.238.000.000. Rp31,238,000,000, respectively.
Pada tanggal 15 Juli 2019 dan 15 Oktober On July 15, 2019 and October 15, 2019, the
2019, Perusahaan melakukan pembayaran Company has made repayment on long-term
atas pinjaman jangka panjang ke Bank Mandiri loans to Bank Mandiri amounting
sebesar Rp7.297.500.000 dan Rp7,297,500,000 and Rp7,297,500,000,
Rp7.297.500.000. respectively.
atas pinjaman jangka panjang ke BNI sebesar loans to BNI amounting Rp7,297,500,000 and
atas pinjaman jangka panjang ke BRI sebesar loans to BRI amounting Rp7,297,500,000 and
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, 2019
panjang pada tanggal 31 Desember 2019 are as follows:
31 Desember 2019/Desember 31, 2019
Jatuh Tempo/Maturities Jaminan/Collateral
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
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
98




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, 2019
panjang pada tanggal 31 Desember 2019 are as follows (continued):
adalah sebagai berikut (lanjutan):
31 Desember 2019/Desember 31, 2019
Jatuh Tempo/Maturities Jaminan/Collateral
BRI 1 April 2019 sampai Tidak ada jaminan khusus/

April 1, 2019 until
March 31, 2026
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
BTN 12 September 2018 sampai Tidak ada jaminan khusus/

12 September 2028/ No special collateral
September 12, 2018 until
September 12, 2028
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 8.50% - 9.00% in 2019 and 7.75% - 8.75%
bunga tahunan berkisar antara 8,50% - 9,00% in 2018.
pada tahun 2019 dan antara 7,75% - 8,75%
pada tahun 2018.
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.
99



Maybank (lanjutan) Maybank (continued)
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.
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 8.65% - 9.15% in 2019 and 8.90% in 2018.
bunga tahunan berkisar antara 8,65% - 9,15%
pada tahun 2019 dan 8,90% pada tahun 2018.

berikut:
minimal sebesar 1 kali. (DSCR) of 1 time.
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.
100



Maybank (lanjutan) Maybank (continued)

mempertahankan rasio-rasio keuangan tertentu certain financial ratios during the period of
selama periode perjanjian pembiayaan sebagai financing agreement as follows:
berikut:
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 8.25% - 9.00% in 2019 and
berkisar antara 8,25% - 9,00% pada tahun 7.75% - 8.75% in 2018.
2019 dan antara 7,75% - 8,75% pada tahun
2018.

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 :
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 8.40% - 9.15% in 2019 and 8.90% in 2018.
berkisar antara 8,40% - 9,15% pada tahun
2019 dan antara 8,90% pada tahun 2018.
101



SMI (lanjutan) SMI (continued)

berikut:
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 8.25% - 9.00% in 2019 and 7.75% - 8.75% in
berkisar antara 8,25% - 9,00% pada tahun 2018.
2018.

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.
102



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 8.50% - 9.00% in 2019 and 7.75% - 8.75% in
antara 8,50% - 9,00% pada tahun 2019 dan 2018.
antara 7,75% - 8,75% pada tahun 2018.

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.
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 8,50% - 9,00% pada tahun 2018.
2018.
berikut:
- Rasio Lancar minimum sebesar 1 kali. - Minimum Current Ratio of 1 time.
103



BRI (lanjutan) BRI (continued)

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.
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
berkisar antara 8,50% - 9,00% pada tahun 2019 2018.
dan antara 7,75% - 8,75% pada tahun 2018.
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.
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:
104



Mandiri (lanjutan) Mandiri (continued)

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.
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 2019, 31 Desember As of December 31, 2019 and December 31, 2018
2018 dan 1 Januari 2018/31 Desember 2017, and January 1, 2018/December 31, 2017 the
Perusahaan telah memenuhi seluruh kewajiban Company has complied with all covenant stated in
yang tercantum dalam seluruh perjanjian utang all of its long-term bank loan agreements.
bank jangka panjangnya.
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
105



b. Utang Obligasi (lanjutan) b. Bonds Payable (continued)
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.

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 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 Year
Tahap I Tahun 2018 dengan 2 (dua) seri yaitu: 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
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.
106



b. Utang Obligasi (lanjutan) b. Bonds Payable (continued)
Perusahaan juga diwajibkan untuk The Company is also obligated to maintain

mempertahankan rasio-rasio keuangan certain financial ratios along the bonds payable
tertentu selama periode utang obligasi sebagai period as follows:
berikut:
a) Perbandingan Total Pinjaman terhadap a) Ratio of Total Debt to Total Equity not less
Total Ekuitas tidak lebih dari 2 kali. than 2 times.
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.
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 30% dari covenant, totaling more than 30% of the
ekuitas Perusahaan. Company’s equity.
2018 dan 1 Januari 2018/31 Desember 2017, January 1, 2018/December 31, 2017 the Company
Perusahaan telah memenuhi semua kewajiban has complied with all covenant required by its
dalam perjanjiannya dengan Wali Amanat dan tidak agreement with the Trustee and there is no cross
ada peristiwa gagal silang sehubungan dengan default incurred in relation with other long-term
utang jangka panjang lainnya. loans.
25. UTANG JAMINAN PELANGGAN 25. 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:

1 Januari 2018/
31 Desember 2017/
Soekarno - Hatta 18.179.418.303 14.966.258.389 10.046.866.442 Soekarno - Hatta

Kualanamu 2.528.197.771 1.544.200.528 13.249.978 Kualanamu
Halim Perdanakusuma 2.288.665.246 1.614.619.147 1.296.157.727 Halim Perdanakusuma
Sultan Syarif Kasim II 1.663.569.207 1.403.607.757 1.374.687.757 Sultan Syarif Kasim II
Supadio 1.455.250.570 1.051.641.842 1.083.958.737 Supadio
Kantor Pusat 622.113.908 622.113.908 622.113.908 Head Office
Minangkabau 216.701.144 216.701.144 216.701.144 Minangkabau
Depati Amir 61.953.500 61.953.500 61.953.500 Depati Amir
Silangit 4.360.000 4.360.000 - Silangit
Total 27.020.229.649 21.485.456.215 14.715.689.193 Total
107



26. LIABILITAS IMBALAN KERJA 26. 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:

1 Januari 2018/
31 Desember 2017/

Tantiem dan jasa produksi 228.509.428.324 215.355.518.423 166.956.940.897 Tantiem and production services

Tantiem dan jasa produksi 11.691.825.125 1.600.124.741 6.787.226.246 Tantiem and production services
Total 240.201.253.449 216.955.643.164 173.744.167.143 Total
b. Liabilitas imbalan kerja jangka panjang b. Long-term employee benefit liabilities
Perusahaan menunjuk PT Bestama Aktuaria, The Company appointed PT Bestama Aktuaria,

aktuaris independen, untuk melakukan an independent actuary, to conduct a valuation
penilaian dari taksiran liabilitas untuk program of the expected obligation for post-retirement
imbalan pasca kerja, program pensiun dan benefit program, pension plan and other long-
program imbalan jangka panjang lainnya. term benefit program.
Liabilitas imbalan kerja per 31 Desember 2019, The employee benefits liabilities as of
31 Desember 2018 dan 1 Januari 2018/31 December 31, 2019, December 31, 2018, and
Desember 2017 dihitung dengan January 1, 2018/December 31, 2017 were
menggunakan metode projected-unit-credit calculated using the projected-unit-credit
oleh aktuaris independen, berdasarkan method by the independent actuary, based on
laporannya masing-masing pada tanggal its reports dated January 10, 2020, January 10,
10 Januari 2020, 10 Januari 2019 dan 2019, and January 8, 2018, respectively.
8 Januari 2018.

1 Januari 2018/
31 Desember 2017/

Program imbalan Post-employment
pasca kerja 152.440.499.407 111.133.598.577 117.521.350.018 benefit program
Program pensiun 123.041.638.689 86.918.160.285 - Pension plan
Program imbalan Other long-term
jangka panjang lainnya 7.575.291.777 8.161.414.089 8.912.840.701 benefit program
Lainnya (Catatan 48) 69.482.186.328 - - Other (Note 48)

Program imbalan Post-employment
pasca kerja 232.065.607.106 189.630.119.572 207.198.030.800 benefit program
Total 584.605.223.307 395.843.292.523 333.632.221.519 Total
108



26. LIABILITAS IMBALAN KERJA 26. EMPLOYEE BENEFITS LIABILITIES

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:

1 Januari 2018/
31 Desember 2017/
Tingkat diskonto 8,20% 8,50% 7,40% Discount rate

Estimasi kenaikan
gaji pegawai 5,00% 5,00% 5,00% Salary increment
Tingkat mortalita TMI 2011 TMI 2011 TMI 2011 Mortality rate
Tingkat cacat 10% 10% 10% Disability rate
Umur pensiun 56 tahun/56 years 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 2019, 31 Desember 2018 December 31, 2019, December 31, 2018,
dan 1 Januari 2018/31 Desember 2017 and January 1, 2018/December 31, 2017
adalah: are as follows:

1 Januari 2018/
31 Desember 2017/
Nilai kini liabilitas 244.491.046.228 182.001.882.071 199.781.279.706 Present value of liabilities

Aset program (92.050.546.821) (70.868.283.494) (82.259.929.688) Asset program
Liabilitas yang diakui 152.440.499.407 111.133.598.577 117.521.350.018 Recognized liabilities
109



26. LIABILITAS IMBALAN KERJA (lanjutan) 26. EMPLOYEE BENEFITS LIABILITIES (continued)

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:

1 Januari 2018/
31 Desember 2017/
Nilai kini liabilitas - Present value of liabilities -

awal tahun 182.001.882.071 199.781.279.706 154.016.487.137 beginning of year
Biaya jasa kini 22.282.434.971 33.901.753.976 15.102.604.615 Current service cost
Biaya bunga 15.188.318.072 15.263.374.031 13.225.515.630 Interest cost
Pembayaran imbalan (28.914.009.191) (29.672.208.278) (11.946.975.840) Benefits paid
Kerugian (keuntungan)
aktuaria 53.932.420.305 (37.272.317.364) 29.383.648.164 Actuarial loss (gain)
Nilai kini liabilitas - Present value of liabilities -

akhir tahun 244.491.046.228 182.001.882.071 199.781.279.706 end of year
Nilai wajar aset Fair value of plant assets -

program - awal tahun 70.868.283.494 82.259.929.688 59.130.935.659 beginning of year
Koreksi saldo awal (1.649.334.100) - - Correction beginning balance
Pembayaran kontribusi
aset program 30.028.079.926 12.620.880.789 17.474.550.640 Contributions paid for plan assets
Imbal hasil
(kerugian) aset program 7.997.335.821 (2.581.679.475) 5.654.443.389 Return (loss) on plan assets
Pembayaran imbalan (15.193.818.320) (21.430.847.508) - Benefit paid
Nilai wajar asset Fair value of plant assets -

program - akhir tahun 92.050.546.821 70.868.283.494 82.259.929.688 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:

1 Januari 2018/
31 Desember 2017/

Biaya bunga 15.188.318.072 `9.502.108.003 13.225.515.630 Interest cost
Total 30.816.492.828 43.403.861.979 28.328.120.245 Total
110





(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:
1 Januari 2018/
31 Desember 2017/
Jumlah pengukuran Re-measurement amount

kembali awal tahun 73.481.308.174 102.410.680.035 72.912.677.327 beginning of year
Kerugian (keuntungan)
Aktuaria 53.932.420.305 (37.272.317.364) 29.383.648.164 Actuarial loss (gain)
Imbal hasil
aset program 306.258.494 8.342.945.503 114.354.544 Return on plan assets
Akumulasi jumlah Accumulated amount of

pengukuran kembali 127.719.986.973 73.481.308.174 102.410.680.035 re-measurements
Mutasi liabilitas yang diakui di laporan The movements of the liabilities in the
posisi keuangan konsolidasian adalah consolidated statement of financial
sebagai berikut: position are as follows:
1 Januari 2018/
31 Desember 2017/
Liabilitas - awal tahun 111.133.598.577 117.521.350.018 94.885.551.478 Liabilities - beginning of year

Beban yang diakui
dalam laba rugi 30.816.492.828 43.403.861.979 22.559.322.312 Expense recognized in profit or loss
Beban (penghasilan)
yang diakui dalam
penghasilan Expense (income) recognized in
komprehensif lain 54.238.678.799 (28.929.371.861) 29.498.002.708 the other comprehensive income
Pembayaran (43.748.270.797) (20.862.241.559) (29.421.526.480) Contribution
Liabilitas - akhir tahun 152.440.499.407 111.133.598.577 117.521.350.018 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 December
31 Desember 2019 adalah sebagai 31, 2019 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% 238.273.975.391 + 1.00%
- 1,00% 250.756.341.705 - 1.00%
Asumsi Tingkat Kenaikan Gaji Salary Increment Assumptions

+ 1,00% 273.239.880.904 + 1.00%
- 1,00% 223.000.599.716 -1.00%
111





(continued)
Jatuh tempo liabilitas imbalan pasca kerja The maturity of employee benefits liability
pada tanggal 31 Desember 2019 adalah as of December 31, 2019 is as follows:
sebagai berikut:
Manfaat/ Nilai Kini dari Manfaat/
Benefit Present Value of Benefit
Jatuh tempo dalam: Mature in:

Kurang dari 1 tahun 67.732.038.297 65.409.163.627 Less than 1 year
Antara 1 sampai 2 tahun 58.076.192.541 48.352.869.757 Between 1 to 2 years
Lebih dari 5 tahun 1.988.876.638.402 66.623.941.526 More than 5 years
Total 2.216.961.293.180 244.491.045.787 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:
1 Januari 2018/
31 Desember 2017/

Tingkat kenaikan gaji 5,00% 5,00% 5,00% Salary increment
Tingkat mortalita The 1949 AMT The 1949 AMT The 1949 AMT Mortality rate
Usia pensiun normal 56 56 56 Pension normal age
ages 20 years old, decreasing
112




ii) Program pensiun (lanjutan) ii) Pension plan (continued)
1 Januari 2018/
31 Desember 2017/
Nilai kini liabilitas 1.268.060.094.165 1.213.955.292.285 1.164.054.760.800 Present value of liabilities

Aset program (1.145.018.455.476) (1.127.037.132.000) (1.170.221.147.449) Asset program
Defisit (surplus) 123.041.638.689 86.918.160.285 (6.166.386.649) Deficit (surplus)

Dampak batas aset - - 6.166.386.649 Effect of asset ceiling
Liabilitas yang diakui 123.041.638.689 86.918.160.285 - Recognized liabilities
nilai kini liabilitas adalah sebagai berikut: balance of present value of obligation is as
follows:

1 Januari 2018/
31 Desember 2017/
Nilai kini liabilitas - Present value liabilities -

awal tahun 1.213.955.292.285 1.164.054.760.800 1.078.695.231.205 beginning of year
Biaya bunga 95.486.755.683 78.371.946.079 84.812.794.311 Interest cost
Biaya jasa lalu - 75.584.186.128 50.020.694.207 Past service cost
Kurtailmen - (54.096.463.446) - Curtailment
Pembayaran imbalan
kerja (108.744.750.000) (103.316.354.000) (98.959.751.238) Benefits paid
Kerugian dari Loss from changes
perubahan asumsi 57.583.370.215 43.889.924.924 39.311.764.191 in assumptions
Nilai kini liabilitas Present value liabilities

akhir tahun 1.268.060.094.165 1.213.955.292.285 1.164.054.760.800 at end of year
113



aset program adalah sebagai berikut: balance of asset program is as follows:
` Disajikan kembali - Catatan 4/
1 Januari 2018/
31 Desember 2017/
Nilai wajar aset Fair Value of Assets program -

program awal tahun 1.127.037.132.000 1.170.221.147.449 1.050.874.255.000 beginning of year
Koreksi saldo awal 866.862.000 - - Correction of beginning balance
Ekspektasi imbal hasil Expected return
dari aset program 88.415.478.690 78.875.687.019 86.404.563.462 on investments
Pengukuran kembali
liabilitas imbalan Re-measurement of liability
pasti neto imbal net defined benefit
hasil aset program 26.298.156.786 (31.460.835.454) 27.262.461.858 return of program's asset
Pembayaran iuran - Payment of contributions from
pemberi kerja 9.642.261.000 10.260.614.000 102.899.802.084 employer
Pembayaran iuran - Payment of contributions from
peserta program 1.503.315.000 1.598.995.000 1.739.816.283 employee
Pembayaran
imbalan kerja (108.744.750.000) (103.316.354.000) (98.959.751.238) Benefits paid
Penyelesaian - 857.877.986 - Settlement
Aset program akhir Assets program - end of
tahun (aktual) 1.145.018.455.476 1.127.037.132.000 1.170.221.147.449 year (actual)
lainnya konsolidasian adalah sebagai and other comprehensive income are as
berikut: follow:
1 Januari 2018/
31 Desember 2017/

Iuran peserta (1.503.315.000) (1.598.995.000) (1.739.816.283) Contribution of participants
Keuntungan atas bunga 7.071.276.993 (72.093.875) (1.591.769.151) Gain on interest
Biaya jasa lalu - 75.584.186.128 50.020.694.207 Past service cost
Pengukuran kembali
atas manfaat imbalan
kerja jangka panjang Remeasurement of other
lainnya - (54.954.341.432) - long-term employee benefits
Beban yang diakui 15.347.387.975 28.426.047.621 56.863.136.897 Recognized expenses
114




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:
1 Januari 2018/
31 Desember 2017/
Jumlah pengukuran Re-measurement amount

kembali awal tahun 203.133.220.100 134.380.493.436 116.164.804.454 beginning of year
Imbalan hasil atas
aset program (27.165.018.786) 31.460.835.454 (27.262.461.858) Return on program's asset
Kerugian aktuaria 57.583.370.215 43.889.924.924 39.311.764.191 Actuarial loss
Dampak batas aset - (6.598.033.714) 6.166.386.649 Effect of asset ceiling
Akumulasi jumlah
pengukuran Accumulated amount of
kembali 233.551.571.529 203.133.220.100 134.380.493.436 re-measurements
Mutasi liabilitas yang diakui di laporan The movements of the liabilities in the
1 Januari 2018/
31 Desember 2017/
Liabilitas - awal tahun 86.918.160.285 - 27.820.976.205 Liabilities - beginning of year

Beban yang diakui
dalam laba rugi 15.347.387.975 28.426.047.621 56.863.136.897 Expense recognized in profit or loss
Beban yang diakui
dalam penghasilan Expense recognized in
komprehensif lain 30.418.351.429 68.752.726.664 18.215.688.982 the other comprehensive income
Pembayaran iuran (9.642.261.000) (10.260.614.000) (102.899.802.084) Contributions paid
Liabilitas - akhir
tahun 123.041.638.689 86.918.160.285 - Liabilities - end of year
berikut:

Nilai kini kewajiban imbalan pasti PV defined benefit obligations
+ 1,00% 1.177.764.303.834 + 1.00%
- 1,00% 1.371.623.420.474 - 1.00%
Asumsi Tingkat Kenaikan PhDP PhDP Increment Assumptions

+ 1,00% 1.278.185.830.150 + 1.00%
- 1,00% 1.258.868.430.275 -1.00%
115




Jatuh tempo liabilitas program pensiun The maturity of pension program as of

pada tanggal 31 Desember 2019 adalah December 31, 2019 is as follows:
sebagai berikut:

Kurang dari 1 tahun 8.614.794.601 Less than 1 year
Antara 1 sampai 2 tahun 7.821.485.221 Between 1 to 2 years
Lebih dari 5 tahun 73.904.853.093 More than 5 years
Total 110.015.016.533 Total
Komposisi nilai wajar asset program Compositions of fair value of assets program
Obligasi 477.514.459.805 Bond
Surat berharga Pemerintah 360.163.013.423 Government bond
Deposito berjangka 126.500.000.000 Time deposits
Reksadana 84.595.715.816 Mutual fund
Saham 24.616.396.462 Stocks
Aset lainnya 41.366.772.461 Other assets
Total 1.114.756.357.967 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:
1 Januari 2018/
31 Desember 2017/

Estimasi kenaikan
gaji pegawai 5,00% 5,00% 5,00% Salary increment
Tingkat mortalita TMI 2011 TMI 2011 TMI 2011 Mortality 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
116




iii) Program imbalan jangka panjang iii) Other long-term benefits program
lainnya (lanjutan) (continued)
1 Januari 2018/
31 Desember 2017/
Nilai kini liabilitas 7.575.291.777 8.161.414.089 8.912.840.701 Present value of liabilities

Liabilitas yang diakui 7.575.291.777 8.161.414.089 8.912.840.701 Recognized liabilities
nilai kini liabilitas adalah sebagai berikut: balance of present value of liabilities is as
follows:
1 Januari 2018/
31 Desember 2017/
Nilai kini liabilitas Present value of liabilities-

pada awal tahun 8.161.414.089 8.912.840.701 10.279.044.271 beginning of year
Beban bunga 637.829.156 604.377.792 759.971.098 Interest cost
Biaya jasa kini 706.718.532 767.181.874 645.515.205 Current service cost
Pembayaran imbalan (2.021.801.871) (644.302.816) (3.321.930.842) Benefits paid
(Keuntungan) kerugian
aktuaria 91.131.871 (1.478.683.462) 550.240.969 Actuarial (gain) loss
Nilai kini liabilitas Present value of liabilities at

pada akhir tahun 7.575.291.777 8.161.414.089 8.912.840.701 end of year
Mutasi liabilitas yang diakui di laporan The movement in the liabilities in the

1 Januari 2018/
31 Desember 2017/
Liabilitas - awal tahun 8.161.414.089 8.912.840.701 10.279.044.271 Liabilities - beginning of year

Beban yang diakui
dalam laba rugi 1.435.679.559 (107.123.796) 1.955.727.272 Expense recognized in profit or loss
Pembayaran imbalan (2.021.801.871) (644.302.816) (3.321.930.842) Benefits paid
Liabilitas
- akhir tahun 7.575.291.777 8.161.414.089 8.912.840.701 Liabilities - at end of year
117




iii) Program imbalan jangka panjang lainnya iii) Other long-term benefits program
lain konsolidasian adalah sebagai berikut: and other comprehensive income are as
follow:

1 Januari 2018/
31 Desember 2017/
Biaya jasa kini 706.718.532 767.181.874 645.515.205 Current service cost

Beban bunga 637.829.156 604.377.792 759.971.098 Interest cost
(Keuntungan) kerugian
aktuaria 91.131.871 (1.478.683.462) 550.240.969 Actuarial (gain) loss
Beban yang diakui 1.435.679.559 (107.123.796) 1.955.727.272 Recognized expenses
berikut:
Nilai kini kewajiban imbalan pasti PV defined benefits obligations
+ 1,00% 6.832.465.854 + 1.00%
- 1,00% 8.434.554.747 - 1.00%
Asumsi Tingkat Kenaikan Gaji Salary Increment Assumptions

+ 1,00% 8.452.021.820 + 1.00%
- 1,00% 6.805.963.414 -1.00%
Jatuh tempo imbalan jangka panjang The maturity of other long-term benefits as
lainnya pada tanggal 31 Desember 2019 of December 31, 2019 is as follows:
Nilai Kini Manfaat/
Manfaat/Benefit Present Value of Benefit
Kurang dari 1 tahun 167.001.807 157.713.383 Less than 1 year
Antara 1 sampai 2 tahun 389.023.363 323.473.547 Between 1 to 2 years
Antara 4 sampai 5 tahun 1.075.518.878 565.303.649 Between 4 to 5 years
Lebih dari 5 tahun 102.850.395.084 6.106.237.030 More than 5 years
Total 105.091.779.486 7.575.291.777 Total
118



27. DANA PROGRAM TUNJANGAN HARI TUA 27. RETIREMENT PROGRAM FUNDS
Akun ini merupakan dana Tunjangan Hari Tua This account represents the retirement funds
(“THT”) karyawan Perusahaan yang belum (“THT”) of the Company’s employees which have
diserahkan kepada karyawan yang akan pensiun. not been paid to employees who will retire.
28. MODAL SAHAM 28. CAPITAL STOCK
Susunan pemegang saham Perusahaan dan The details of the Company’s shareholder and
kepemilikan saham pada tanggal 31 Desember its share ownership as of December 31, 2019
2019 adalah sebagai berikut: is as follows:
Jumlah saham ditempatkan Persentase

dan disetor penuh/ kepemilikan/
Pemegang saham/ Number of shares Percentage Total/
Shareholder issued and fully paid of ownership Total
Pemerintah Indonesia/ 15.971.652 100% 15.971.652.000.000

Government of the Republic of Indonesia
Susunan pemegang saham Perusahaan dan The details of the Company’s shareholder and
kepemilikan saham pada tanggal 31 Desember its share ownership as of December 31, 2018
2018 dan 2017 adalah sebagai berikut: and 2017 are as follows:
Jumlah saham ditempatkan Persentase

dan disetor penuh/ kepemilikan/
Pemegang saham/ Number of shares Percentage Total/
Shareholder issued and fully paid of ownership Total
Pemerintah Indonesia/ 7.000.000 100% 7.000.000.000.000

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 5 dan 29). No. AHU-AH.01.03-0027712 dated March 1, 2016
(Notes 5 and 29).
119



28. MODAL SAHAM (lanjutan) 28. CAPITAL STOCK (continued)
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 b. 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.
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 29). which were recorded in Other Paid-in Capital
account (Note 29).
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.
120



28. MODAL SAHAM (lanjutan) 28. CAPITAL STOCK (continued)
Manajemen Modal (lanjutan) Capital Management (continued)
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.
29. MODAL DISETOR LAINNYA 29. OTHER PAID-IN CAPITAL
Akun ini terdiri dari: This account consists of:

1 Januari 2018/
31 Desember 2017/
Cadangan modal 177.103.463.570 177.103.463.570 177.103.463.570 Capital reserves

PP No. 26 Tahun 1994 83.308.265.552 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) (351.561.960.844) stock year 1998
Cadangan modal tahun 1998 81.099.573.644 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 2.000.000.000.000 PP No. 130 Year 2015

tahun 2016 (2.000.000.000.000) (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 28) (4.434.923.823.602) - - (Note 28)
Total - 4.434.923.823.602 4.752.112.049.937 Total
121



29. MODAL DISETOR LAINNYA (lanjutan) 29. OTHER PAID-IN CAPITAL (continued)
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.
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 30).
(PMN) Republik Indonesia kedalam modal
Perusahaan Umum LPPNPI (Catatan 30).
122



30. KOMPONEN EKUITAS LAINNYA 30. OTHER COMPONENTS OF EQUITY

1 Januari 2018/
31 Desember 2017/
Bantuan Pemerintah yang Belum Government Contribution with

Ditentukan Statusnya (“BPYBDS”) Undetermined Status (“BPYBDS”)
BA.122 Tahun 2016 49.207.567.000 49.207.567.000 49.207.567.000 BA.122 Year 2016
BA.123 Tahun 2016 62.315.000.000 62.315.000.000 62.315.000.000 BA.123 Year 2016
BA.131 Tahun 2016 - - - BA.131 Year 2016
BA.098 Tahun 2017 5.148.886.570 5.148.886.570 5.148.886.570 BA.098 Year 2017
BA.099 Tahun 2017 45.489.907.000 45.489.907.000 45.489.907.000 BA.099 Year 2017
BA.100 Tahun 2017 19.247.011.458 19.247.011.458 19.247.011.458 BA.100 Year 2017
BA.101 Tahun 2017 171.547.866.694 171.547.866.694 171.547.866.694 BA.101 Year 2017
BA.1504 Tahun 2017 528.066.514.731 528.066.514.731 528.066.514.731 BA.1504 Year 2017
Modal Pemerintah yang dialihkan Government’s investment
ke Perum LPPNPI (328.748.958.920) (328.748.958.920) (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 869.462.020.868 869.462.020.868 552.273.794.533 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.
123



30. KOMPONEN EKUITAS LAINNYA (lanjutan) 30. 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 47g).
sebesar Rp528.066.514.731 (Catatan 47g).
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.
124



30. KOMPONEN EKUITAS LAINNYA (lanjutan) 30. 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 29). Rp317,188,226,335 (Note 29).
31. DIVIDEN DAN SALDO LABA DICADANGKAN 31. DIVIDENDS AND APPROPRIATED RETAINED
EARNINGS
Berdasarkan Risalah Rapat Umum Pegang Saham Based on Minutes of General Meeting of
nomor 08.03/00.1/05/2017/0572 tanggal 10 Mei Shareholders number 08.03/00.1/05/2017/0572
2017, pemegang saham Perusahaan setuju untuk dated May 10 2017, the Company's shareholders
membagikan dividen kas sebesar agreed to declare a cash dividend amounting
Rp330.000.000.000 dan menaikkan cadangan Rp330,000,000,000 and raise general reserve for
umum atas saldo laba sebesar retained earning amounting Rp 1,610,253,028,171.
Rp1.610.253.028.171. Perusahaan telah The Company has paid the dividend on June 8,
melakukan pembayaran dividen tersebut pada 2017.
tanggal 8 Juni 2017.
No. KEP.08.03.01/00/04/2018/0199 tanggal Shareholders No. KEP.08.03.01/00/04/2018/0199
24 April 2018, pemegang saham Perusahaan setuju dated April 24, 2018, the Company's shareholders
untuk membagikan dividen kas sebesar agreed to declare a cash dividend amounting
Rp401.947.000.000 dan menaikkan cadangan Rp401,947,000,000 and increased general reserve
umum atas saldo laba sebesar for retained earning amounting
Rp1.607.787.355.683. Perusahaan telah Rp1,607,787,355,683. The Company has paid the
melakukan sisa pembayaran dividen sebesar remaining dividend amounted to
Rp301.947.000.000 tersebut pada tanggal 22 Mei Rp301,947,000,000 on May 22, 2018. On
2018. Pada tanggal 22 Desember 2017, pemegang December 22, 2017, Company's shareholders
saham Perusahaan menetapkan dividen interim declared interim dividend for year 2017 amounted to
tahun 2017 sebesar Rp100.000.000.000. Rp100,000,000,000. The Company has paid the
Perusahaan telah melakukan pembayaran dividen dividend on December 29, 2017.
tersebut pada tanggal 29 Desember 2017.
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 sebesar for retained earning amounting
Rp1.471.939.790.788. Perusahaan telah Rp1,471,939,790,788. The Company has paid the
melakukan pembayaran dividen pada tanggal dividend on June 20, 2019.
20 Juni 2019.
32. SELISIH EKUITAS ENTITAS ANAK 32. 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.
125



33. PENDAPATAN USAHA 33. OPERATING REVENUES
Rincian pendapatan usaha adalah sebagai berikut: The details of operating revenues are as follows:

31 Desember/
Disajikan kembali
Catatan 4/
2019 2018
Aeronautika Aeronautical
Jasa pelayanan penumpang 4.110.406.107.061 4.249.137.896.159 Passenger service charges
Jasa pendaratan 897.074.746.103 936.976.564.577 Landing services
Pemakaian counter 287.561.037.584 361.101.256.993 Counters usage
Pemakaian aviobridge 275.361.990.587 286.500.090.529 Aviobridge usage
Jasa parking surcharge 103.759.228.559 91.320.218.652 Parking surcharge services
Jasa penempatan 85.411.499.675 84.844.280.810 Placement services
Sub-total 5.759.574.609.569 6.009.880.307.720 Sub-total
Non-aeronautika Non-aeronautical
Konsesi 1.520.076.706.914 1.485.050.864.359 Concession
Groundhandling dan AHAN 1.329.613.267.805 1.400.339.777.398 Groundhandling and AHAN
Pelayanan kargo 704.441.620.132 669.530.878.936 Cargo services
Sewa ruangan 533.350.322.857 545.920.214.989 Room rental
Pemasangan reklame 295.275.035.821 254.093.162.379 Advertising installation
Utilitas 237.488.167.429 239.487.486.105 Utilities
Parkir kendaraan 183.211.546.421 243.849.926.507 Parking
Lounge 171.343.277.429 99.875.914.828 Lounge
Sewa tanah 135.536.752.190 101.285.138.217 Land rental
Pendapatan ICT 35.779.923.255 15.933.521.743 ICT revenue
Jasa logistik 29.444.952.685 12.785.953.098 Logisitic services
Jasa wrapping 17.784.185.970 18.647.509.298 Wrapping services
Pendapatan jasa Gapura Leis 15.901.785.540 35.744.541.738 Gapura Leis service revenue
Jasa konstruksi 15.673.067.008 7.395.292.900 Construction services
Pendapatan jasa - GLC 14.411.838.215 10.106.838.625 Service revenue - GLC
Hotel 10.254.965.970 2.814.324.391 Hotel
Pendapatan jasa keamanan 10.130.262.009 9.447.075.398 Security services revenue
Pas pelabuhan 8.253.565.438 8.182.204.819 Port entrance
Langganan transportasi 7.849.170.000 6.217.924.545 Transportation subscription
Jasa kelebihan bagasi 7.322.761.579 5.246.275.882 Over baggage service
E-commerce 4.583.591.429 1.750.362.838 E-commerce
Pemasangan iklan digital 2.313.469.215 1.137.995.447 Digital advertising placement
Lainnya 34.619.270.784 8.586.095.042 Others
Sub-total 5.324.659.506.095 5.183.429.279.482 Sub-total
Total 11.084.234.115.664 11.193.309.587.202 Total
126



33. PENDAPATAN USAHA (lanjutan) 33. 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/
Disajikan kembali
Catatan 4/
2019 2018
Pihak ketiga 7.206.200.931.335 7.218.418.652.101 Third parties

Pihak berelasi 3.878.033.184.329 3.974.890.935.101 Related parties
Total 11.084.234.115.664 11.193.309.587.202 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.
34. BEBAN PEGAWAI 34. EMPLOYEE EXPENSES
Akun ini terdiri dari: This account consists of the following:

31 Desember/
Disajikan kembali
Catatan 4/
2019 2018
Tunjangan 1.157.233.417.161 1.136.047.216.051 Allowance

Gaji dan upah 560.011.728.838 554.235.386.999 Salaries and wages
Bonus 368.606.435.350 282.399.101.122 Bonus
Pengobatan 109.758.715.276 81.943.638.564 Medical
Seragam karyawan 21.266.700.864 14.474.684.693 Employee uniforms
Lembur 14.857.952.390 16.228.523.294 Overtime
Total 2.231.734.949.879 2.085.328.550.723 Total
35. BEBAN OPERASIONAL BANDARA 35. AIRPORT OPERATION EXPENSES

31 Desember/
Disajikan kembali
Catatan 4/
2019 2018
Penyusutan dan amortisasi 1.557.531.555.732 1.366.199.117.973 Depreciation and amortization

Pemeliharaan bangunan
dan lapangan 920.649.166.979 911.835.727.928 Building and field maintenance
127



35. BEBAN OPERASIONAL BANDARA (lanjutan) 35. AIRPORT OPERATION EXPENSES (continued)
Akun ini terdiri dari (lanjutan): This account consists of the following (continued):

31 Desember/
Disajikan kembali
Catatan 4/
2019 2018
Groundhandling dan AHAN 853.511.765.849 796.047.007.688 Groundhandling and AHAN
Komunikasi dan utilitas 662.380.253.246 626.258.412.375 Communication and utilities
Jasa alih daya 314.973.299.939 256.946.831.746 Outsourcing
Petugas keamanan bandara 275.857.291.653 216.945.602.958 Aviation security personnel
Jasa pemeriksaan kargo 256.085.057.525 218.161.465.338 Cargo inspection service
Perlengkapan dan bahan bakar 92.142.448.879 97.874.503.976 Supplies and fuel
Penerimaan Negara Bukan Pajak 82.993.989.843 65.413.456.867 Non-Tax State Revenue
Sewa kendaraan 65.393.619.230 56.278.367.035 Vehicle Rent
Garbarata 19.103.470.644 12.637.559.541 Aviobridge
Kontribusi tetap 10.101.438.883 - Fixed contribution
Hotel 8.654.344.646 5.009.368.942 Hotel
Konstruksi 7.013.270.651 6.529.480.683 Construction
Jasa logistik 4.216.737.482 10.782.933.886 Logistic services
Penanggulangan gawat darurat 2.205.703.865 3.470.529.089 Emergency prevention
Lainnya 48.127.801.962 59.722.763.849 Others
Total 5.180.941.217.008 4.710.113.129.874 Total
36. BEBAN UMUM DAN ADMINISTRASI 36. GENERAL AND ADMINISTRATIVE EXPENSES

31 Desember/
Disajikan kembali
Catatan 4/
2019 2018
Imbalan pasca kerja, iuran Employee benefits expense,
dana pensiun dan iuran THT 220.604.857.772 129.710.706.148 pension contributions and THT
Beban pajak 179.593.300.069 185.971.092.599 Tax expenses
Gaji komisaris dan direksi 131.921.021.298 141.326.585.508 Commissioners and directors salary
Beban keamanan 112.810.398.616 108.336.992.565 Security expense
Beban konsultan 111.242.666.219 88.512.697.670 Consultant fee
Reparasi dan pemeliharaan kantor 88.278.584.540 82.804.849.143 Office repair and maintenance
Penurunan nilai piutang 77.574.522.000 34.722.608.637 Impairment of receivable
Asuransi 71.888.226.696 62.794.237.418 Insurance
Collection fee 68.389.175.432 103.670.302.212 Collection fee
Pengembangan sumber daya
manusia 68.040.358.481 81.377.889.615 Human resources development
Perjalanan dinas 42.443.998.564 59.915.553.595 Business travel
Persediaan dan utilitas kantor 29.461.864.160 22.634.107.128 Office supplies and utilities
Beban rapat dinas 22.560.501.897 27.336.660.610 Meeting expense
Kendali mutu 13.075.213.989 11.424.307.396 Quality control
Aset dibiayakan 11.980.730.490 16.624.288.064 Financed assets
Beban promosi 11.071.924.243 6.592.579.306 Promotion expense
Beban olahraga 4.044.809.961 5.437.635.915 Sport expense
Beban umum lainnya 47.460.726.452 43.205.931.154 Others
Total 1.312.442.880.879 1.212.399.024.683 Total
128



37. BEBAN PEMASARAN 37. MARKETING EXPENSES
Beban pemasaran merupakan pengeluaran iklan di Marketing expenses represent advertising

media elektronik dan cetak serta kegiatan promosi expenditure in electronic and print media as well as
dalam rangka meningkatkan citra Kelompok Usaha. promotion activities in order to enhance The Group’s
image.
38. PENDAPATAN LAIN-LAIN 38. OTHER INCOME
Rincian pendapatan lain-lain adalah sebagai berikut: The details of others income are as follows:

31 Desember/
Disajikan kembali
Catatan 4/
2019 2018
Laba penjualan aset tetap 175.655.887.455 2.582.678.614 Gain on sale of fixed assets
Pendapatan denda 34.138.416.327 41.925.364.112 Penalty income
Laba selisih kurs - 2.291.726.419 Gain on foreign exchange
Lain-lain 15.561.687.710 14.080.389.135 Others
Total 225.355.991.492 60.880.158.280 Total
39. BEBAN LAIN-LAIN 39. OTHER EXPENSES
Rincian beban lain-lain adalah sebagai berikut: The details of other expenses are as follows:

31 Desember/
Disajikan kembali
Catatan 4/
2019 2018
Beban PKBL 40.248.726.123 41.483.803.591 PKBL expenses

Employees gathering 9.582.905.006 956.882.915 Employees gathering
Beban dokter jaga 7.120.358.907 7.090.333.795 Doctor expense
Beban asuransi pensiunan 4.451.201.000 4.783.583.693 Retired employees insurance expense
Sumbangan 3.477.243.145 3.255.028.594 Donation
Perayaan 3.297.873.393 3.151.036.789 Celebration
Penghargaan purnabaktiawan 3.235.054.782 2.565.393.131 Pensioners award
Hari raya 3.053.706.665 1.534.006.348 Holiday
Rapat 2.695.081.862 2.090.867.009 Meeting
Rugi selisih kurs 2.478.403.597 - Loss on foreign exchange
Peresmian 907.862.111 1.642.619.810 Inauguration
Majalah dan koran 771.056.977 1.718.418.736 Newspaper and magazines
Lainnya 38.292.039.719 41.187.273.778 Others
Total 119.611.513.287 111.459.248.189 Total
129



40. PENGHASILAN KEUANGAN 40. FINANCE INCOME
Rincian penghasilan keuangan adalah sebagai The details of finance income are as follows:
berikut:
31 Desember/
Disajikan kembali
Catatan 4/
2019 2018
Penghasilan bunga deposito 76.810.642.691 120.056.039.078 Interest income from time deposits
Penghasilan bunga jasa giro 68.406.496.883 144.631.229.847 Interest income from current account
Penghasilan bunga obligasi Interest income from bonds
dan reksadana 7.585.954.542 8.271.890.572 and mutual funds
Total 152.803.094.116 272.959.159.497 Total
41. BEBAN KEUANGAN 41. FINANCE COST

Rincian beban keuangan adalah sebagai berikut: The details of finance cost are as follows:

31 Desember/
Disajikan kembali
Catatan 4/
2019 2018
Bunga pinjaman bank dan obligasi 794.294.377.283 476.101.907.283 Bank loans and bonds interest
Beban administrasi bank 1.559.831.701 840.301.447 Bank administration charges
Total 795.854.208.984 476.942.208.730 Total
42. LABA PER SAHAM 42. 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/
Disajikan kembali
Catatan 4/
2019 2018
Laba tahun berjalan yang Profit for the year

Dapat diatribusikan kepada attributable to owner
pemilik entitas induk 1.018.280.043.377 1.911.610.117.788 of the parent entity
Rata-rata tertimbang jumlah saham Weighted average number of
biasa yang beredar 13.728.739 7.000.000 common shares outstanding
Laba per saham 74.171 273.087 Earnings per share
130



42. LABA PER SAHAM (lanjutan) 42. 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/
Disajikan kembali
Catatan 4/
2019 2018
Laba tahun berjalan yang Profit for the year

dapat diatribusikan kepada attributable to owner
pemilik entitas induk 1.018.280.043.377 1.911.610.117.788 of the parent entity
Weighted average number of
Rata-rata tertimbang jumlah saham common shares outstanding
biasa yang beredar efek dilusian 14.899.066 11.670.172 diluted effect
Laba per saham dilusian 68.345 163.803 Diluted earnings per share
43. TRANSAKSI DENGAN PIHAK BERELASI 43. TRANSACTIONS WITH RELATED PARTIES
Dalam kegiatan usaha normal, Kelompok Usaha In the normal course of business, the Group 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
131



43. TRANSAKSI DENGAN PIHAK BERELASI (lanjutan) 43. 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
Tbk 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
132



43. TRANSAKSI DENGAN PIHAK BERELASI (lanjutan) 43. 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 Purantara Mitra Angkasa Dua Entitas asosiasi/Associate companies Penyertaan saham/

PT Railink Investment in shares of stock
PT Bandar Udara Internasional
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.
44. INFORMASI SEGMEN 44. 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, 2019
Aeronautika/ Non-aeronautika/ Kargo/ Groundhandling/ Lainnya/ Total/ Eliminasi/ Total/

Aeronautical Non-aeronautical Cargo Groundhandling Others Total Elimination Total
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
Sultan Mahmud Sultan Mahmud
Badaruddin II 122.877.051.273 77.152.244.903 14.635.520.736 29.165.751.720 - 243.830.568.632 (22.845.161.879 ) 220.985.406.753 Badaruddin 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
133



44. INFORMASI SEGMEN (lanjutan) 44. SEGMENT INFORMATION (continued)

31 Desember/December 31, 2019 (lanjutan/continued)

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
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
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
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
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
Beban pemasaran - - - - 22.092.117.390 22.092.117.390 - 22.092.117.390 Marketing expenses
Pendapatan lain-lain Other income

Soekarno-Hatta - - - - 185.792.344.560 185.792.344.560 - 185.792.344.560 Soekarno-Hatta
Kualanamu - - - - 2.194.989.497 2.194.989.497 - 2.194.989.497 Kualanamu
Halim Perdanakusuma - - - - 1.148.386.121 1.148.386.121 - 1.148.386.121 Halim Perdanakusuma
Kantor pusat - - - - 29.314.472.495 29.314.472.495 - 29.314.472.495 Head office
Badaruddin II - - - - 628.525.524 628.525.524 - 628.525.524 Badaruddin II
Sultan Syarif Kasim II - - - - 1.272.066.041 1.272.066.041 - 1.272.066.041 Sultan Syarif Kasim II
Minangkabau - - - - 196.164.324 196.164.324 - 196.164.324 Minangkabau
Husein Sastranegara - - - - 173.055.473 173.055.473 - 173.055.473 Husein Sastranegara
Supadio - - - - 220.210.331 220.210.331 - 220.210.331 Supadio
Depati Amir - - - - 244.373.544 244.373.544 - 244.373.544 Depati Amir
Sultan Thaha - - - - 128.867.591 128.867.591 - 128.867.591 Sultan Thaha
Sultan Iskandar Muda - - - - 469.850.494 469.850.494 - 469.850.494 Sultan Iskandar Muda
Raja Haji Fisabilillah - - - - 302.842.747 302.842.747 - 302.842.747 Raja Haji Fisabilillah
Silangit - - - - 227.695.856 227.695.856 - 227.695.856 Silangit
Banyuwangi - - - - 27.189.771 27.189.771 - 27.189.771 Banyuwangi
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
Sub-total - - - - 225.355.991.492 225.355.991.492 - 225.355.991.492 Sub-total
134





Beban lain-lain Other expenses

Kualanamu - - - - 997.829.550 997.829.550 - 997.829.550 Kualanamu
Halim Perdanakusuma - - - - 670.600.339 670.600.339 - 670.600.339 Halim Perdanakusuma
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
Tjilik Riwut - - - - 142.304.000 142.304.000 - 142.304.000 Tjilik Riwut
Juanda - - - - 351.940.447 351.940.447 - 351.940.447 Juanda
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

Soekarno-Hatta - - - - 21.165.100.172.167 21.165.100.172.167 (603.434.677.974) 20.561.665.494.193 Soekarno-Hatta
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
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
Kantor pusat - - - - 16.791.426.980.756 16.791.426.980.756 (670.429.011.018 ) 16.120.997.969.738 Head office
Supadio - - - - 98.662.079.117 98.662.079.117 (4.506.422.188 ) 94.155.656.929 Supadio
Sultan Thaha - - - - 23.340.925.922 23.340.925.922 (940.516.793 ) 22.400.409.129 Sultan Thaha
Silangit - - - - 8.749.550.473 8.749.550.473 (450.503.702 ) 8.299.046.771 Silangit
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
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
135





PENDAPATAN REVENUES
Soekarno-Hatta 4.317.423.902.896 3.651.741.103.268 487.132.983.715 506.809.076.440 - 8.963.107.066.319 (1.146.657.667.928 ) 7.816.449.398.391 Soekarno-Hatta

Kualanamu 706.382.043.851 277.469.980.144 81.095.168.359 37.667.554.950 - 1.102.614.747.304 (96.454.691.396 ) 1.006.160.055.908 Kualanamu
Halim Perdanakusuma 206.966.065.344 102.392.450.150 1.900.588.700 29.917.720.116 - 341.176.824.310 (19.512.506.816 ) 321.664.317.494 Halim Perdanakusuma
Kantor pusat - 103.226.306.586 - - - 103.226.306.586 (91.094.298.034 ) 12.132.008.552 Head office
Supadio 97.796.964.908 69.861.177.247 19.830.398.650 20.289.012.311 - 207.777.553.116 (26.027.674.619 ) 181.749.878.497 Supadio
Raja Haji Fisabilillah 8.660.079.652 5.942.580.638 3.297.466.308 2.183.757.129 - 20.083.883.727 (2.065.533.530 ) 18.018.350.197 Raja Haji Fisabilillah
Silangit 3.541.764.044 10.403.552.231 263.735.400 2.243.876.505 - 16.452.928.180 (6.464.327.200 ) 9.988.600.980 Silangit
Banyuwangi 3.845.393.985 18.943.401.551 431.611.750 4.275.327.162 - 27.495.734.448 (15.352.923.474 ) 12.142.810.974 Banyuwangi
Juanda - 726.018.908 12.952.252 100.924.125.389 - 101.663.096.549 (1.925.802.854 ) 99.737.293.695 Juanda
Sultan Hasanuddin - 1.601.377.146 - 69.351.245.714 - 70.952.622.860 (1.323.338.958 ) 69.629.283.902 Sultan Hasanuddin
Lain-lain - 13.290.356.415 7.030.715.647 293.640.102.555 - 313.961.174.617 (5.653.808.117 ) 308.307.366.500 Others
TOTAL 6.009.880.307.720 4.638.769.850.083 689.826.271.988 1.400.339.777.398 - 12.738.816.207.189 (1.545.506.619.987) 11.193.309.587.202 TOTAL
Beban operasional bandara Airport operation expenses

Soekarno-Hatta 1.643.199.636.286 1.390.350.927.725 218.563.976.475 461.397.802.083 - 3.713.512.342.569 (737.893.208.426 ) 2.975.619.134.143 Soekarno-Hatta
Kualanamu 421.806.218.656 102.530.130.652 13.437.283.804 33.126.364.684 - 570.899.997.796 (135.427.585.537 ) 435.472.412.259 Kualanamu
Kantor pusat 94.262.303.981 59.949.466.412 54.416.505 20.216.603.171 - 174.482.790.069 (64.917.423.377 ) 109.565.366.692 Head office
Supadio 34.936.948.286 69.905.869.808 3.650.449.238 14.906.128.210 - 123.399.395.542 (25.977.262.492 ) 97.422.133.050 Supadio
Raja Haji Fisabilillah 32.075.298.870 10.434.154.799 184.015.450 2.040.542.205 - 44.734.011.324 (11.540.936.466 ) 33.193.074.858 Raja Haji Fisabilillah
Silangit 20.287.868.715 9.958.003.482 2.982.556.567 1.392.364.478 - 34.620.793.242 (7.694.955.416 ) 26.925.837.826 Silangit
Banyuwangi 13.682.235.714 18.118.347.954 1.412.161.502 2.208.638.596 - 35.421.383.766 (7.736.228.199 ) 27.685.155.567 Banyuwangi
Ngurah Rai - 7.717.577.689 - 161.615.803.434 - 169.333.381.123 (19.902.345.770 ) 149.431.035.353 Ngurah Rai
Juanda - 28.655.272 - 78.177.319.691 - 78.205.974.963 (9.627.227.133 ) 68.578.747.830 Juanda
Sultan Hasanuddin - 233.024.942 - 45.519.766.365 - 45.752.791.307 (5.605.578.850 ) 40.147.212.457 Sultan Hasanuddin
Lain-lain - 1.138.319.797 2.609.653.163 169.701.352.588 - 173.449.325.548 (20.898.049.109 ) 152.551.276.439 Others
Sub- total 2.578.385.487.032 2.011.245.206.841 258.854.071.140 1.077.568.724.677 - 5.926.053.489.690 (1.215.940.359.816 ) 4.710.113.129.874 Sub-total
Beban pegawai Employee expenses

Soekarno-Hatta 386.509.291.478 222.385.084.470 38.700.175.830 103.765.207.470 - 751.359.759.248 - 751.359.759.248 Soekarno-Hatta
Kualanamu 155.971.663.539 21.125.971.953 9.794.195.134 12.890.366.452 - 199.782.197.078 - 199.782.197.078 Kualanamu
Halim Perdanakusuma 30.230.718.348 30.446.071.306 110.461.191 3.470.275.091 - 64.257.525.936 - 64.257.525.936 Halim Perdanakusuma
Kantor pusat 367.201.798.398 89.179.035.272 24.509.700 2.990.754.339 - 459.396.097.709 - 459.396.097.709 Head office
Badaruddin II 25.797.825.828 25.655.943.743 2.181.820.506 4.355.468.727 - 57.991.058.804 - 57.991.058.804 Badaruddin II
Sultan Syarif Kasim II 29.637.063.287 29.035.785.518 2.729.525.703 2.404.887.401 - 63.807.261.909 - 63.807.261.909 Sultan Syarif Kasim II
Minangkabau 32.119.688.008 19.770.505.047 2.537.893.791 2.534.598.539 - 56.962.685.385 - 56.962.685.385 Minangkabau
Husein Sastranegara 28.277.343.002 12.121.154.385 2.712.260.370 1.167.494.357 - 44.278.252.114 - 44.278.252.114 Husein Sastranegara
Supadio 25.308.743.051 23.391.987.837 2.870.314.961 2.509.786.376 - 54.080.832.225 - 54.080.832.225 Supadio
Depati Amir 18.357.391.885 15.707.739.660 715.811.336 996.166.875 - 35.777.109.756 - 35.777.109.756 Depati Amir
Sultan Thaha 14.587.648.772 21.690.716.567 1.844.805.935 1.295.701.519 - 39.418.872.793 - 39.418.872.793 Sultan Thaha
Sultan Iskandar Muda 23.766.464.045 13.897.724.302 2.425.168.159 1.919.124.828 - 42.008.481.334 - 42.008.481.334 Sultan Iskandar Muda
Raja Haji Fisabilillah 13.228.633.534 14.037.677.878 430.594.942 261.681.476 - 27.958.587.830 - 27.958.587.830 Raja Haji Fisabilillah
Silangit 7.902.358.978 3.345.318.421 1.178.499.198 285.251.853 - 12.711.428.450 - 12.711.428.450 Silangit
Banyuwangi 7.684.310.648 3.589.806.249 925.686.148 306.571.973 - 12.506.375.018 - 12.506.375.018 Banyuwangi
Ngurah Rai - 4.935.397.925 6.208.116.083 76.188.288.183 - 87.331.802.191 - 87.331.802.191 Ngurah Rai
Juanda - 1.324.731.636 - 14.169.433.793 - 15.494.165.429 - 15.494.165.429 Juanda
Sultan Hasanuddin - 1.392.009.433 - 8.421.730.665 - 9.813.740.098 - 9.813.740.098 Sultan Hasanuddin
Lain-lain - 5.809.698.232 - 44.582.619.184 - 50.392.317.416 - 50.392.317.416 Others
Sub- total 1.166.580.942.801 558.842.359.834 75.389.838.987 284.515.409.101 - 2.085.328.550.723 - 2.085.328.550.723 Sub-total

Beban umum dan administrasi expenses
Soekarno-Hatta 404.481.235.336 209.225.338.445 13.893.826.166 3.813.946.298 - 631.414.346.245 (125.823.010.605 ) 505.591.335.640 Soekarno-Hatta
Kualanamu 70.159.965.093 42.578.992.337 1.237.123.750 993.986.601 - 114.970.067.781 (32.938.040.743 ) 82.032.027.038 Kualanamu
Kantor pusat 473.742.444.548 51.497.267.013 - 62.543.018.030 - 587.782.729.591 (118.801.528.067 ) 468.981.201.524 Head office
Badaruddin II 16.048.885.167 12.664.724.922 475.950.758 265.381.373 - 29.454.942.220 (5.927.821.740 ) 23.527.120.480 Badaruddin II
Sultan Syarif Kasim II 9.294.416.921 7.810.045.051 541.308.085 419.576.744 - 18.065.346.801 (3.879.098.978 ) 14.186.247.823 Sultan Syarif Kasim II
Minangkabau 12.676.631.405 3.485.041.983 464.812.239 291.374.310 - 16.917.859.937 (3.989.380.210 ) 12.928.479.727 Minangkabau
Husein Sastranegara 7.857.459.661 7.855.596.504 1.226.916.535 363.268.542 - 17.303.241.242 (3.208.570.884 ) 14.094.670.358 Husein Sastranegara
Supadio 9.113.370.557 5.834.613.869 1.331.149.542 660.210.355 - 16.939.344.323 (3.631.666.499 ) 13.307.677.824 Supadio
Depati Amir 6.694.267.539 4.054.834.000 345.111.340 196.568.719 - 11.290.781.598 (2.472.904.620 ) 8.817.876.978 Depati Amir
Sultan Thaha 4.528.771.706 4.577.697.246 873.265.477 49.381.705 - 10.029.116.134 (2.408.676.066 ) 7.620.440.068 Sultan Thaha
Sultan Iskandar Muda 5.570.240.681 3.431.350.255 458.620.579 250.729.543 - 9.710.941.058 (2.126.127.510 ) 7.584.813.548 Sultan Iskandar Muda
Raja Haji Fisabilillah 3.539.455.803 1.761.166.943 219.119.753 1.009.700 - 5.520.752.199 (1.333.080.811 ) 4.187.671.388 Raja Haji Fisabilillah
Silangit 3.492.195.370 1.801.028.109 418.267.525 1.000.000 - 5.712.491.004 (1.282.944.355 ) 4.429.546.649 Silangit
Banyuwangi 2.374.651.156 1.762.490.855 457.870.377 7.016.100 - 4.602.028.488 (957.372.726 ) 3.644.655.762 Banyuwangi
Ngurah Rai - - - 3.651.672.964 - 3.651.672.964 - 3.651.672.964 Ngurah Rai
Juanda - - - 2.096.318.639 - 2.096.318.639 - 2.096.318.639 Juanda
Sultan Hasanuddin - - - 1.061.613.321 - 1.061.613.321 - 1.061.613.321 Sultan Hasanuddin
Lain-lain - - - 7.131.172.219 - 7.131.172.219 - 7.131.172.219 Others
Sub- total 1.049.015.788.328 372.601.403.257 22.148.051.405 84.927.168.521 - 1.528.692.411.511 (316.293.386.828) 1.212.399.024.683 Sub-total
Beban pemasaran - - - - 34.214.715.961 34.214.715.961 - 34.214.715.961 Marketing expenses
136





Pendapatan lain-lain Other income

Halim Perdanakusuma - - - - 1.694.802.922 1.694.802.922 - 1.694.802.922 Halim Perdanakusuma
Badaruddin II - - - - 539.285.026 539.285.026 - 539.285.026 Badaruddin II
Supadio - - - - 15.318.950.244 15.318.950.244 - 15.318.950.244 Supadio
Banyuwangi - - - - 328.357 328.357 - 328.357 Banyuwangi
Ngurah Rai - - - - 1.372.730.754 1.372.730.754 - 1.372.730.754 Ngurah Rai
Juanda - - - - 311.512.518 311.512.518 - 311.512.518 Juanda
Lain-lain - - - - 1.120.016.927 1.120.016.927 - 1.120.016.927 Others
Beban lain-lain Other Expense

Halim Perdanakusuma - - - - 514.759.814 514.759.814 - 514.759.814 Halim Perdanakusuma
Badaruddin II - - - - 1.198.563.405 1.198.563.405 - 1.198.563.405 Badaruddin II
Husein Sastranegara - - - - 1.060.323.800 1.060.323.800 - 1.060.323.800 Husein Sastranegara
Supadio - - - - 1.097.562.287 1.097.562.287 - 1.097.562.287 Supadio
Juanda - - - - 32.874.788 32.874.788 - 32.874.788 Juanda
Lain-lain - - - - 194.956.764 194.956.764 - 194.956.764 Others
Penghasilan keuangan - - - - 272.959.159.497 272.959.159.497 - 272.959.159.497 Finance income

Pajak final atas
penghasilan keuangan - - - - (53.683.683.528) (53.683.683.528 ) - (53.683.683.528 ) Final tax on finance income
Beban keuangan - - - - (476.942.208.730) (476.942.208.730 ) - (476.942.208.730 ) Finance expense
Share of profit (loss) of
Bagian laba (rugi) entitas asosiasi - - - - (20.646.928.815) (20.646.928.815 ) - (20.646.928.815 ) associated entities
Beban pajak final - - - - (113.600.103.801) (113.600.103.801 ) - (113.600.103.801 ) Final tax expense
Beban pajak penghasilan Corporate income tax
badan - - - - (750.819.381.673) (750.819.381.673 ) - (750.819.381.673 ) expenses
Laba (Rugi) 1.215.898.089.559 1.696.080.880.151 333.434.310.456 (46.671.524.901 ) (1.227.526.952.920) 1.971.214.802.345 (13.272.873.343 ) 1.957.941.929.002 Profit (Loss)

Supadio - - - - 1.004.258.778.917 1.004.258.778.917 (35.820.731.809 ) 968.438.047.108 Supadio
Juanda - - - - 41.831.119.233 41.831.119.233 (2.086.390.959 ) 39.744.728.274 Juanda
Sultan Hasanuddin - - - - 30.278.579.214 30.278.579.214 (1.510.190.382 ) 28.768.388.832 Sultan Hasanuddin
Lain-lain - - - - 135.565.657.661 135.565.657.661 (6.761.544.220 ) 128.804.113.441 Others
Total - - - - 41.072.771.989.203 41.072.771.989.203 (1.754.411.722.140) 39.318.360.267.063 Total

Halim Perdanakusuma - - - - 79.732.245.931 79.732.245.931 4.376.035.816 84.108.281.747 Halim Perdanakusuma
Supadio - - - - 849.577.229.241 849.577.229.241 (35.012.945.281 ) 814.564.283.960 Supadio
Juanda - - - - 17.993.765.655 17.993.765.655 (1.795.569.931 ) 16.198.195.724 Juanda
Lain-lain - - - - 29.190.419.263 29.190.419.263 (2.912.866.607 ) 26.277.552.656 Others
Total - - - - 16.138.761.124.666 16.138.761.124.666 (786.836.294.989 ) 15.351.924.829.677 Total
137






Supadio - - - - 932.477.406.025 932.477.406.025 (7.110.804.628 ) 925.366.601.397 Supadio
Banyuwangi - - - - 911.660.675 911.660.675 (33.986.100 ) 877.674.575 Banyuwangi
Juanda - - - - 50.177.670.758 50.177.670.758 (1.870.589.983 ) 48.307.080.775 Juanda
Sultan Hasanuddin - - - - 29.619.768.080 29.619.768.080 (1.104.205.130 ) 28.515.562.950 Sultan Hasanuddin
Lain-lain - - - - 114.713.688.208 114.713.688.208 (4.276.449.521 ) 110.437.238.687 Others
Total - - - - 34.537.523.346.327 34.537.523.346.327 (1.138.110.873.971) 33.399.412.472.356 Total

Kualanamu - - - - 238.468.989.155 238.468.989.155 (43.461.474.638 ) 195.007.514.517 Kualanamu
Supadio - - - - 86.864.391.344 86.864.391.344 (11.793.455.301 ) 75.070.936.043 Supadio
Banyuwangi - - - - 213.096.199 213.096.199 (14.620.495 ) 198.475.704 Banyuwangi
Juanda - - - - 17.530.162.838 17.530.162.838 (1.202.741.602 ) 16.327.421.236 Juanda
Lain-lain - - - - 25.179.763.103 25.179.763.103 (1.727.579.424 ) 23.452.183.679 Others
Total - - - - 11.551.798.359.818 11.551.798.359.818 (479.247.034.928 ) 11.072.551.324.890 Total
45. TUJUAN DAN KEBIJAKAN MANAJEMEN RISIKO 45. 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, available-for-sale financial assets and
harus diterima, aset keuangan tersedia untuk dijual other non-current assets which arise directly from its
dan aset tidak lancar lain-lain yang timbul secara operations.
langsung 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.
138



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.
Perusahaan memiliki eksposur terhadap risiko The Company is exposed to the risk of changes
perubahan suku bunga pasar yang berkaitan in market interest rates related to cash and cash
dengan kas dan setara kas dan utang bank. equivalents and bank loans.
Saat ini, Perusahaan belum memiliki kebijakan Currently, the Company does not yet have a
formal untuk lindung nilai risiko tingkat suku formal policy to hedge interest rate risk.
bunga.
Pergerakan tingkat suku bunga diawasi untuk Interest rate movements are monitored to
meminimalisasi dampak negatif terhadap posisi minimize any negative impact on the
keuangan Perusahaan. Pinjaman dalam Company’s financial position. Borrowings at
berbagai tingkat suku bunga menyebabkan different interest rates caused the Company
Perusahaan terekspos risiko tingkat bunga. exposed to interest rate risk. To measure the
Untuk mengukur risiko pasar atas pergerakan market risk of interest rate movements, the
suku bunga, Perusahaan melakukan analisis Company conducts analysis on interest margin
pada pergerakan marjin tingkat bunga dan profil and the maturity profile of financial assets and
jatuh tempo aset dan liabilitas keuangan liabilities based on schedule of changes in
berdasarkan jadwal perubahan suku bunga. interest rates.
139




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 jangka panjang risk for the interest-bearing loans drawdowns
dari fasilitas Pinjaman Berjangka (“PB”) masing- from the Term Loan Facility (“PB”) totalling
masing sebesar Rp10.919.737.211.065 dan Rp10,919,737,211,065 and
Rp7.144.758.796.440 pada tanggal 31 Desember Rp7,144,758,796,440 as of December 31, 2019
2019 dan 2018. and 2018, respectively.
Pada tanggal 31 Desember 2019 dan 2018, jika As of December 31, 2019 and 2018, 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 Rp74,956,429,999 and
Rp74.956.429.999 dan Rp34.601.551.748, Rp34,601,551,748 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 2019, 31 Desember 2018 of December 31, 2019, December 31, 2018 and
dan 1 Januari 2018/31 Desember 2017: January 1, 2018/December 31, 2017:
< 1 tahun/ 1-2 tahun/ > 2 tahun/ Total/

< 1 year 1-2 years > 2 years Total
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
Aset tidak lancar lain-lain 3.294.877.037 - - 3.294.877.037 Other non-current assets
Total 2.032.958.323.927 - - 2.032.958.323.927 Total
140



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 2019, 31 Desember 2018 of December 31, 2019, December 31, 2018 and
dan 1 Januari 2018/31 Desember 2017: January 1, 2018/December 31, 2017:
(Disajikan kembali - Catatan 4/As restated - Note 4)

Piutang usaha 1.368.627.073.332 - - 1.368.627.073.332 Trade receivables

Total 1.916.333.730.152 - - 1.916.333.730.152 Total


Piutang usaha 948.426.147.713 - - 948.426.147.713 Trade receivables

Total 1.430.006.017.530 - - 1.430.006.017.530 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.
141



c. Risiko likuiditas (lanjutan) c. Liquidity risk (continued)
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.
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 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
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

Utang obligasi - - 2.737.654.866.132 2.737.654.866.132 Bonds payable
Total 4.774.125.182.833 324.976.000.000 9.211.640.410.963 14.310.741.593.796 Total

Utang obligasi - - 1.994.233.527.110 1.994.233.527.110 Bonds payable
Total 4.027.887.280.159 921.033.333.333 5.293.008.000.411 10.241.928.613.903 Total
142



46. NILAI WAJAR 46. 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:
1 Januari 2018/
31 Desember 2017/
Aset keuangan Financial assets

Lancar Current
Pinjaman yang diberikan
dan piutang Loans and receivables
Kas dan setara kas 3.424.094.211.192 3.786.755.711.553 6.152.700.002.165 Cash and cash equivalents
Piutang usaha 1.442.487.935.626 1.368.627.073.332 948.426.147.713 Trade receivables
Piutang lain-lain 74.271.645.469 63.385.851.831 55.979.465.287 Other receivables
harus diterima 512.903.865.795 482.126.105.772 422.875.412.693 Accrued income
Aset keuangan tersedia
untuk dijual - Available-for-sale - financial
bagian lancar 10.180.000.000 12.018.400.000 - assets - current portion
Tidak lancar Non-current
Aset keuangan tersedia Available-for-sale
untuk dijual - - financial assets
bagian tidak lancar 62.790.400.000 69.168.663.000 92.175.300.000 - non-current portion
Total 5.526.728.058.082 5.782.081.805.488 7.672.156.327.858 Total
Liabilitas keuangan Financial liabilities

Lancar Current
Liabilitas keuangan yang diukur
dengan biaya perolehan Financial liabilities measured
diamortisasi at amortized cost
Utang usaha 408.397.617.755 248.928.561.623 177.138.779.870 Trade payables
Utang lain-lain 2.391.330.891.966 2.459.788.230.506 2.117.585.709.386 Other payables
Beban akrual 1.396.542.137.591 1.513.118.414.207 1.425.952.287.042 Accrued expenses
jangka pendek 240.201.253.449 216.955.643.164 173.744.167.143 benefit liabilities
Porsi lancar utang bank Current maturities of
jangka panjang 585.388.500.000 335.334.333.333 133.466.336.718 long-term loan
Jangka panjang Non-current
Utang bank jangka panjang 10.300.247.308.156 6.777.476.088.616 4.205.092.117.441 Long-term loans
Utang obligasi 2.739.857.615.285 2.737.654.866.132 1.994.233.527.110 Bonds payables
Utang jaminan pelanggan 27.020.229.649 21.485.456.215 14.715.689.193 Customers’ deposits
Utang jangka panjang lainnya 41.079.508.873 41.549.332.225 19.651.121.405 Other long-term payables
Total 18.130.065.062.724 14.352.290.926.021 10.261.579.735.308 Total
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 are:

Nilai tercatat/ Nilai wajar/
Carrying value Fair value
Utang obligasi 2.750.000.000.000 2.739.857.615.285 Bonds payables
143



46. NILAI WAJAR (lanjutan) 46. 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 are (continued):
(lanjutan):

(Disajikan kembali - Catatan 4/(As restated - Note 4)

(Disajikan kembali - Catatan 4/(As restated - Note 4)
Selain instrumen keuangan yang dijabarkan di atas, Other than the financial instruments described
Kelompok Usaha tidak memiliki aset dan/atau above, the Group does not have any other assets or
kewajiban lain yang dicatat pada nilai wajarnya. liabilities that are recorded at their fair values. Thus,
Oleh karena itu, Kelompok Usaha tidak the Group does not disclose the fair value hierarchy
mengungkapkan hirarki nilai wajar sebagaimana as required in PSAK No. 68, “Fair Value
disyaratkan dalam PSAK No. 68, “Pengukuran Nilai Measurement”.
Wajar”.
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.
144



46. NILAI WAJAR (lanjutan) 46. FAIR VALUE (continued)
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 (continued):
(lanjutan):
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 available-for-sale
keuangan tersedia untuk dijual dan utang bank, financial assets and bank loans are assumed to
diasumsikan sama dengan nilai tunai yang be the same as the cash amount that will be
akan diterima atau dibayarkan karena saat received or paid due to the fact that their
jatuh temponya tidak dinyatakan dalam maturities are not stated in the related
kontrak-kontrak terkait, sehingga tidak contracts, therefore it is not possible to
memungkinkan untuk menentukan kapan aset determine when the financial assets and
keuangan dan liabilitas keuangan jangka financial liabilities will be realized and settled,
panjang tersebut akan direalisasi dan dilunasi. respectively.
Aset keuangan tersedia untuk dijual merupakan Available-for-sale financial assets represent the
aset Perusahaan yang nilai wajarnya Company’s assets which their fair value are
didasarkan atas kuotasi harga pasar terakhir stated at last quoted market prices as of
pada tanggal 31 Desember 2019 dan 2018. December 31, 2019 and 2018.
Pinjaman jangka panjang yang memiliki suku Long-term loans with floating and fixed interest
bunga variabel dan tetap disajikan sebesar rates are carried at amortized costs using EIR.
biaya perolehan diamortisasi dengan
menggunakan metode SBE.
47. PERJANJIAN-PERJANJIAN PENTING 47. 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 kerjasama a land use agreement in Soekarno-Hatta
pemanfaatan lahan Bandara Soekarno-Hatta Airport covering 150,000 m2 with
seluas 150.000 m2 dengan MJS sesuai dengan MJS in accordance with the Land Lease
Perjanjian Sewa Tanah No. Agreement No. SPKPL.01/TU.308/PAPII-1991
SPKPL.01/TU.308/PAPII-1991 (“SPKL.01”) (“SPKL.01”) where MJS used the land to build
dimana MJS menggunakan lahan tersebut and commercialize facilities of hotel, convention
untuk membangun serta mengusahakan center, offices, stores, restaurant, sport
fasilitas hotel, balai sidang, perkantoran, facilities, parking and recreation (“facilities”).
pertokoan, restoran, fasilitas olah raga, The agreement is valid for 30 years. Land
perparkiran dan sarana rekreasi (“fasilitas”). utilization is divided into 2 phases. The first
Jangka waktu perjanjian adalah 30 tahun. phase was described in this agreement while
Pemanfaatan lahan dibagi menjadi 2 tahap. the second phase was described in Land Lease
Untuk tahap pertama dibahas dalam perjanjian Agreement No. SPKS.21/TU.208/APII-96
ini sedangkan tahap kedua dibahas terpisah (“SPKS.21”) dated March 1, 1996.
dalam Perjanjian Sewa Tanah No.
SPKS.21/TU.208/APII-96 (“SPKS.21”) tanggal
1 Maret 1996.
145



47. PERJANJIAN-PERJANJIAN PENTING (lanjutan) 47. SIGNIFICANT AGREEMENTS (continued)
a. PT Mandara Jasindo Sena (“MJS”) (lanjutan) a. PT Mandara Jasindo Sena (“MJS”) (continued)
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.
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.
146



a. PT Mandara Jasindo Sena (“MJS”) (lanjutan) a. PT Mandara Jasindo Sena (“MJS”) (continued)
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.
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:
147




b. PT Sanggraha Daksa Mitra (“SDM”) (lanjutan) b. PT Sanggraha Daksa Mitra (“SDM”)
(continued)
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.
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.
148





e. PT Pertamina (Persero) (“Pertamina”) (lanjutan) e. PT Pertamina (Persero) (“Pertamina”)

(continued)
Pada tanggal 4 Mei 2018, Perusahaan dan On May 4, 2018, the Company and Pertamina
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
007/F20100/2018-SO untuk melaksanakan 007/F20100/2018-SO to perform the airline
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.
151



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.202/2/6/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.
152



f. Perjanjian Konsesi - Direktorat Jenderal f. Concession Agreement - Directorate General of

Perhubungan Udara (lanjutan) Civil Aviation (continued)
Pada tanggal 31 Desember 2019 dan 2018, On December 31, 2019 and 2018, the
Perusahaan telah membukukan pencadangan Company has recorded accrued concession
beban konsesi (Catatan 20) masing-masing expense (Note 20) amounted to
sebesar Rp340.093.040.236 dan Rp340,093,040,236 and Rp301,544,449,158
Rp301.544.449.158. 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 2019 dan 2018. 2019 and 2018.
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 (Note
sebesar Rp32.876.538.931 (Catatan 20). 20).
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. Aset landasan pacu di Bandar Udara g. Runway asset in Kualanamu International

Internasional Kualanamu Airport
Sampai dengan tanggal 31 Desember 2016, Up to December 31, 2016, the Company has not
Perusahaan belum mencatat aset landasan recorded the runway asset in Kualanamu
pacu di bandar udara internasional Kualanamu international airport in its financial statements
dalam laporan keuangannya karena since the Company is not yet able to determine
Perusahaan belum dapat memastikan waktu the timing and amount of the transfer of
dan jumlah penyerahan aset tersebut dari ownership of the assets from DJPU to the
DJPU kepada Perusahaan walaupun Company even though the Company has been
Perusahaan telah mengoperasikan aset operating the asset since 2013.
tersebut sejak 2013.
153




g. Aset landasan pacu di Bandar Udara g. Runway asset in Kualanamu International
Internasional Kualanamu (lanjutan) Airport (continued)
Perusahaan telah menerima informasi dari The Company has received information from
DJPU mengenai rencana serah terima aset DJPU regarding the plan of transferring the
tersebut, namun, rencana tersebut tidak asset, however, the plan did not clearly state the
menyatakan secara jelas jangka waktu serah time frame of the transfer or which part of the
terima ataupun bagian mana dari aset landasan runway asset that will actually be transferred to
pacu tersebut yang akan secara aktual the Company.
diserahterimakan kepada Perusahaan.
Pada tanggal 28 Desember 2017, Perusahaan On December 28, 2017, the Company received
menerima Berita Acara Serah Terima Minutes of Handover of Operation of Working
Operasional Hasil Pekerjaan Satker Bandar Result Satker Medan Baru Airport in
Udara Medan Baru di Bandara Kualanamu Kualanamu Airport from DJPU with No. BA.
Medan dari DJPU dengan No. BA. 1504 Tahun 1504 Tahun 2017 for runway amounted to
2017 atas landasan pacu dengan nilai total Rp528,066,514,731 and recorded at fixed asset
sebesar Rp528.066.514.731 dan mencatatnya and other components of equity accounts
pada akun aset tetap dan komponen ekuitas (Note 30).
lainnya (Catatan 30).
h. Serah operasi Bandar Udara Banyuwangi h. 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.
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, whereby DJPU handed over the
dimana DJPU menyerahkan pengalihan/ transfer/operation of Banyuwangi Airport to the
pengoperasian Bandar Udara Banyuwangi Company including facilities, equipment and
kepada Perusahaan berikut fasilitas, peralatan human resources.
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.
154



h. Serah operasi Bandar Udara Banyuwangi h. Transfer operations of Banyuwangi Airport

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.
i. Perjanjian Kerjasama Penyelenggaraan Jasa i. 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.
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i. Perjanjian Kerjasama Penyelenggaraan Jasa i. Cooperation Agreement on Airport Service

Kebandarudaraan di Bandar Udara Provision at West Java International Airport
Internasional Jawa Barat (lanjutan) (continued)
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. The agreement is effective as of the
a. Perjanjian berlaku terhitung sejak signing of the agreement by the parties,
ditandatanganinya perjanjian oleh para with grace period. Grace period is valid
pihak dengan kesepakatan adanya masa from the signing of the agreement until the
grace period. Masa grace period terhitung effective date.
sejak tanggal ditandatanganinya perjanjian
sampai dengan tanggal efektif.
b. Term of the agreement is 17 years from the
b. Jangka waktu perjanjian adalah 17 tahun effective date.
terhitung sejak Tanggal Efektif.
c. The effective date is valid from the
c. Tanggal Efektif diperhitungkan sejak operation of the airport by the Company,
dioperasikannya Bandara oleh which the date is set not later than May 24,
Perusahaan yang tanggalnya ditetapkan 2018 and written in Operational Minutes.
selambat-lambatnya pada tanggal 24 Mei
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.
j. PT Hutama Karya (Persero) (“HK”) j. PT Hutama Karya (Persero) (“HK”)
Pada tanggal 24 Januari 2018, Perusahaan dan On January 24, 2018, the Company and HK
HK menandatangani perjanjian pengadaan jasa signed construction service agreement No.
konstruksi No. PJJ.14.09/00/01/2018/0020 PJJ.14.09/00/01/2018/0020 to construct East
untuk melakukan pembangunan East Connection Taxiway stage I at Soekarno-Hatta
Connection Taxiway tahap I di Bandar Udara International Airport with contract value of
Internasional Soekarno-Hatta dengan nilai Rp1,512,218,667,000 (include VAT). The term
kontrak sebesar Rp1.512.218.667.000 (nilai of the agreement is 540 days since the date of
termasuk PPN). Jangka waktu perjanjian commencement letter from the Company to HK.
selama 540 hari terhitung sejak diterbitkannya As of December 31, 2019, the percentage of
Surat Perintah Mulai Kerja dari Perusahaan completion of the construction has reached
kepada HK. Pada tanggal 31 Desember 2019, 100% from total construction.
presentase penyelesaian atas pengerjaan
konstruksi tersebut telah mencapai 100% dari
keseluruhan pekerjaan.
156



k. PT Pembangunan Perumahan Tbk (Persero) k. 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
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, 2019, the percentage of
kepada PP. Pada tanggal 31 Desember 2019, completion of the construction has reached 95%
prosentase penyelesaian atas pengerjaan from total construction.
konstruksi tersebut mencapai 95% dari
l. Perjanjian Kerjasama Pemanfaatan Bandara l. 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.
Ruang lingkup kerjasama tersebut adalah Scopes of the cooperation are as follows:
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.
157



l. Perjanjian Kerjasama Pemanfaatan Bandara l. Cooperation Agreement of Utilization of Tjilik

Tjilik Riwut (lanjutan) Riwut Airport (continued)
sebagai berikut: (lanjutan) (continued)
- Memberikan kontribusi tetap dan - Provide fixed contribution and profit sharing
pembagian keuntungan atas pengelolaan for management of Tjilik Riwut Airport
Bandar Udara Tjilik Riwut Palangka Raya Palangka Raya as non-tax state revenue
sebagai Penerimaan Negara Bukan Pajak (PNBP).
(PNBP)
- Penyerahan hasil pengembangan, - Hand over of the result of the development,
pembangunan dan penambahan fasilitas construction and addition facilities of Tjilik
Bandar Udara Tjilik Riwut Palangka Raya Riwut Palangka Raya Airport from the
dari Perusahaan kepada Dephub. Company to 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.
m. Perjanjian Kerjasama Pemanfaatan Bandara m. 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.
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.
158



n. Perjanjian Kerjasama Pemanfaatan Bandara n. 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.
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.
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.
o. Perjanjian Pinjaman Pemegang Saham o. Shareholder Loan Agreement PT Railink

PT Railink (“Railink”) (“Railink”)
dan Railink menandatangani Perjanjian Railink signed a Shareholder Loan Agreement
Pinjaman Pemegang Saham No. PJJ.15.03.01/00/12/2018/1341 and No.
No. PJJ.15.03.01/00/12/2018/1341 dan RL/DIR/PKS/075/XII/2018, that agreed on:
No. RL/DIR/PKS/075/XII/2018, yang
menyepakati antara lain:
- Perusahaan memberi dana pinjaman - The Company gives shareholder loan to
pemegang saham kepada Railink dengan Railink with principal loan amounting
pinjaman pokok sebesar Rp51,800,000,000
Rp51.800.000.000.
159




PT Railink (“Railink”) (lanjutan) (“Railink”) (continued)
dan Railink menandatangani Perjanjian Railink signed a Shareholder Loan Agreement
Pinjaman Pemegang Saham No. PJJ.15.03.01/00/12/2018/1341 and No.
No. PJJ.15.03.01/00/12/2018/1341 dan RL/DIR/PKS/075/XII/2018, that agreed on
No. RL/DIR/PKS/075/XII/2018, yang (continued):
menyepakati antara lain (lanjutan):
- Masa tenggang selama 6 (enam) bulan - Grace period of 6 (six) months valid from
terhitung sejak tanggal ditandatanganinya the signing date of the agreement where
perjanjian ini dimana selama masa during the grace period Railink is
tenggang tersebut Railink dikenakan subjected to compensation of monthly
kompensasi bulanan atas bunga loan interest that will be paid by Railink on
pinjaman yang akan dibayarkan Railink the seventh month from the signing date
pada bulan ketujuh sejak of the agreement
ditandatanganinya perjanjian ini
- Pinjaman dibayarkan oleh Railink kepada - Loan will be repaid by Railink to the
Perusahaan secara sekaligus paling Company in lump sum no later than 1
lambat 1 (satu) tahun sejak (one) year from the signing of the
ditandatanganinya perjanjian ini agreement
Berdasarkan Rapat Umum Pemegang Saham Based on Shareholder’s General Meeting dated
Perusahaan (sirkuler) tanggal 30 Desember December 30, 2019 which has been notarized
2019 yang telah diaktakan dengan Akta by Notarial Deed Hadijah, SH, No. 58 dated
Notaris Hadijah, SH, No. 58 tanggal 29 Januari January 29, 2020, the Articles of Association of
2020, anggaran dasar Railink mengalami Railink has been amended regarding with the
perubahan sehubungan dengan perubahan changes in shares issued and fully paid. This
modal ditempatkan dan disetor penuh. Akta amendment has been acknowledged by the
perubahan anggaran dasar tersebut telah Ministry of Law and Human Rights Republic of
diberitahukan kepada Kementerian Hukum dan Indonesia through Notification Receipt Letter
Hak Asasi Manusia Republik Indonesia melalui No.AHU-AH.01.03-0056138 on January 31,
Surat Penerimaan Pemberitahuan No.AHU- 2020.
AH.01.03-0056138 pada tanggal 31 Januari
2020.
Berdasarkan akta tersebut, modal ditempatkan Based on the deed, the issued and fully paid
dan disetor penuh Railink mengalami shares of Railink is increased by
peningkatan sebesar Rp91.600.000.000 yang Rp91,600,000,000 which acquired by the
diambil seluruhnya oleh Perusahaan dengan Company with the following terms:
cara sebagai berikut:
1. Konversi tagihan Perusahaan kepada 1. Conversion of the Company’s loan to
Railink ke modal saham sebesar Railink into share capital of
Rp51.800.000.000. Rp51,800,000,000.
2. Penyetoran modal saham sebesar 2. Capital injection of Rp39,800,000,000
Rp39.800.000.000 yang telah disetorkan which has been paid on December 30,
oleh Perusahaan pada tanggal 2019.
30 Desember 2019.
160




PT Railink (“Railink”) (lanjutan) (“Railink”) (continued)
Dengan penambahan modal diatas, maka With the additional share capital above, the
susunan kepemilikan saham di Railink pada compostion of shareholder of Railink as of
tanggal 31 Desember 2019 adalah sebagai December 31, 2019 is as follows:
berikut:

PT Kereta Api Indonesia PT Kereta Api Indonesia

(Persero) 474.000 474.000.000.000 60,00 (Persero)
Total 790.000 790.000.000.000 100,00 Total
48. KONTINJENSI 48. CONTINGENCIES
a. PT Prima Griya Lestari (“PGL”) a. PT Prima Griya Lestari (“PGL”)
Perusahaan mengajukan gugatan kepada The Company filed a lawsuit against PT Prima
PT Prima Griya Lestari (“PGL”) atas Griya Lestari (“PGL”) over the ownership of the
kepemilikan tanah seluas 116,47 hektar yang land area of 116.47 hectares located in
terletak di Desa Karangsari, Kecamatan Karangsari Village, Batuceper Sub-district,
Batuceper, Tangerang. Berdasarkan Putusan Tangerang. Based on Decision
Pengadilan Negeri Jakarta Barat No.399/PDT.G/2011/PN.JKT.BAR of West
No.399/PDT.G/2011/PN.JKT.BAR dinyatakan Jakarta District Court, the Company is declared
Perusahaan adalah pemilik sah atas tanah as the legitimate owner of the land area and the
seluas tersebut di atas dan tanah tersebut land has been acquired legally in accordance
diperoleh secara sah sesuai dengan prosedur with the prevailing regulation. Based on
yang telah ditentukan. Berdasarkan Putusan Supreme Court Decision No.452K/PDT/2015
Mahkamah Agung RI No. 452K/PDT/2015 dated June 25, 2015, the Company was
tanggal 25 Juni 2015, Perusahaan dinyatakan declared in loss position. On October 24, 2016,
kalah. Pada tanggal 24 Oktober 2016, the West Jakarta District Court issued
Pengadilan Negeri Jakarta Barat mengeluarkan Notification Letter on the Republic of Indonesia
Surat Pemberitahuan Isi Putusan Mahkamah Supreme Court Decision No.452K/PDT/2015.
Agung RI sehubungan dengan putusan As a result of this decision, the Company filed a
No. 452K/PDT/2015 tersebut. Atas putusan judicial review application through a Judicial
Mahkamah Agung tersebut, Perusahaan Review Memorandum dated April 20, 2017.
mengajukan permohonan peninjauan kembali
melalui Memori Peninjauan Kembali tanggal
20 April 2017.
Berdasarkan Putusan Mahkamah Agung Based on Supreme Court Decision No. 642
Nomor 642 PK/Pdt/2017 tanggal PK/Pdt/2017 dated October 19, 2017, the
19 Oktober 2017, Perusahaan dinyatakan Company was stated as the legitimate owner of
sebagai pemilik sah atas tanah tersebut dan the land area and sentenced the other party to
memutuskan pihak lain yang mendudukinya vacate the land area.
agar segera mengosongkan tanah.
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48. KONTINJENSI 48. CONTINGENCIES

b. PT Angkasa Transportindo Selaras (“ATS”) b. PT Angkasa Transportindo Selaras (“ATS”)
Pada tahun 2010, terdapat gugatan yang In 2010, there was claim made by
dilakukan oleh PT Angkasa Transportindo PT Angkasa Transportindo Selaras (“ATS”) to
Selaras (“ATS”) kepada Perusahaan dan Induk the Company and Induk Koperasi Angkatan
Koperasi Angkatan Udara (“INKOPAU”) Udara (“INKOPAU”) relating to land operation
sehubungan dengan pengelolaan lahan di in Halim Perdanakusuma Airport. Based on
Bandara Halim Perdanakusuma. Berdasarkan Decision No. 492/PDT.G/2010 of
Putusan Pengadilan Negeri Jakarta Timur East Jakarta District Court, Decision
No. 492/PDT.G/2010, Putusan Pengadilan No. 10/PDT/2012/PT/DKI of DKI Jakarta High
Tinggi DKI Jakarta No. 10/PDT/2012/PT/DKI Court and Decision No. 688K/PDT/2013 of
dan Putusan Mahkamah Agung No. Supreme Court, the Company and INKOPAU
688K/PDT/2013, Perusahaan dan INKOPAU were declared in loss position.
dinyatakan kalah.
Pada tanggal 28 April 2015, Perusahaan On April 28, 2015, the Company submitted
mengajukan permohonan Peninjauan Kembali Judicial Review (“PK”). On July 26, 2016, the
(“PK”). Pada tanggal 26 Juli 2016, Perusahaan Company received Supreme Court Decision
telah menerima Putusan Mahkamah Agung No. 527 PK/Pdt/2015 dated February 11, 2016,
No. 527 PK/Pdt/2015 tanggal 11 Februari 2016, where the application for the PK of the
dimana permohonan PK Perusahaan telah Company was rejected.
ditolak oleh Mahkamah Agung.
c. AJB Bumiputera 1912 (“AJB”) c. 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.
162



49. STANDAR AKUNTANSI YANG TELAH 49. ACCOUNTING STANDARDS ISSUED BUT NOT
DISAHKAN NAMUN BELUM BERLAKU EFEKTIF YET EFFECTIVE
Standar akuntansi dan interpretasi yang telah The standards and 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. PSAK 71: Instrumen Keuangan, yang diadopsi a. PSAK 71: Financial Instruments, adopted from
dari IFRS 9, berlaku efektif 1 Januari 2020 IFRS 9, effective January 1, 2020 with earlier
dengan penerapan dini diperkenankan. application is permitted.
PSAK ini mengatur klasifikasi dan pengukuran This PSAK provides for classification and
instrumen keuangan berdasarkan karakteristik measurement of financial instruments based on
dari arus kas kontraktual dan model bisnis the characteristics of contractual cash flows and
entitas; metode kerugian kredit ekspektasian business model of the entity; expected credit
untuk penurunan nilai yang menghasilkan loss impairment model that resulting
informasi yang lebih tepat waktu, relevan dan information more timely, relevant and
dimengerti oleh pemakai laporan keuangan; understandable to users of financial
akuntansi untuk lindung nilai yang statements; accounting for hedging that reflect
merefleksikan manajemen risiko entitas lebih the entity's risk management better by
baik dengan memperkenalkan persyaratan introducing a more general requirements based
yang lebih umum berdasarkan pertimbangan on management's judgment.
manajemen.
b. PSAK 72: Pendapatan dari Kontrak dengan b. PSAK 72: Revenue from Contracts with
Pelanggan, yang diadopsi dari IFRS 15, berlaku Customers, adopted from IFRS 15, effective
efektif 1 Januari 2020 dengan penerapan dini January 1, 2020 with earlier application is
diperkenankan. permitted.
PSAK ini adalah standar tunggal untuk This PSAK is a single standard from a joint
pengakuan pendapatan yang merupakan hasil project between the International Accounting
dari joint project yang sukses antara Standards Board (IASB) and the Financial
International Accounting Standards Board dan Accounting Standards Board (FASB), provides
Financial Accounting Standards Board, revenue recognition from contracts with
mengatur model pengakuan pendapatan dari customers, where the entity is expected to
kontrak dengan pelanggan, sehingga entitas analyze before recognizing the revenue.
diharapkan dapat melakukan analisis sebelum
mengakui pendapatan.
c. PSAK 73: Sewa, yang diadopsi dari IFRS 16, c. PSAK 73: Leases, adopted from IFRS 16,
berlaku efektif 1 Januari 2020 dengan effective January 1, 2020 with earlier
penerapan dini diperkenankan untuk entitas application is permitted, but not before an entity
yang juga telah menerapkan PSAK 72: applies PSAK 72: Revenue from Contracts with
Pendapatan dari Kontrak dengan Pelanggan. Customers.
PSAK ini menetapkan prinsip pengakuan, This PSAK establishes the principles of
pengukuran, penyajian dan pengungkapan recognition, measurement, presentation and
atas sewa dengan memperkenalkan model disclosure of the lease by introducing a single
akuntansi tunggal dengan mensyaratkan untuk accounting model, with the requirement to
mengakui aset hak-guna (right-of-use assets) recognize the right-of-use assets and liability of
dan liabilitas sewa. Terdapat 2 pengecualian the lease; there are 2 optional exclusions in the
opsional dalam pengakuan aset dan liabilitas recognition of the lease assets and liabilities: (i)
sewa, yakni untuk: (i) sewa jangka-pendek dan short-term lease and (ii) lease with low-value
(ii) sewa yang aset pendasarnya (underlying underlying assets.
assets) bernilai-rendah.
163



49. STANDAR AKUNTANSI YANG TELAH 49. ACCOUNTING STANDARDS ISSUED BUT NOT
DISAHKAN NAMUN BELUM BERLAKU EFEKTIF YET EFFECTIVE (continued)
(lanjutan)
d. Amandemen PSAK 15 - Investasi pada Entitas d. Amendments to PSAK 15 - Investments in Joint

Asosiasi dan Ventura Bersama: Kepentingan Associates and Joint Ventures: Long-term
Jangka Panjang pada Entitas Asosiasi dan Interests in Associates and Joint Ventures,
Ventura Bersama, berlaku efektif 1 Januari effective January 1, 2020 with earlier
2020 dengan penerapan dini diperkenankan. application is permitted.
Amendemen ini mengatur bahwa entitas juga These amendments provide that the entity also
menerapkan PSAK 71 atas instrumen applies PSAK 71 on the financial instruments in
keuangan pada entitas asosiasi atau ventura associates or joint ventures where the equity
bersama dimana metode ekuitas tidak method is not applied. This includes long-term
diterapkan. Hal ini termasuk kepentingan interests that substantively form the entity's net
jangka panjang yang secara substansi investment in an associates or joint ventures.
membentuk bagian investasi neto entitas pada
entitas asosiasi atau ventura bersama.
Kelompok Usaha sedang mengevaluasi dampak The Group is presently evaluating and has not yet
dari standar akuntansi tersebut dan belum determined the effects of these accounting
menentukan dampaknya terhadap laporan standards on its consolidated financial statements.
keuangan konsolidasian.
50. INFORMASI TAMBAHAN ATAS LAPORAN ARUS 50. 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/
2019 2018
Kapitalisasi biaya pinjaman Capitalization of

ke aset tetap 196.990.629.641 155.409.430.741 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 2019/ Arus kas/ Foreign exchange Lainnya/ 31 Desember 2019/
January 1, 2019 Cash flow difference Other December 31, 2019
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

Selisih kurs/

Pinjaman obligasi 1.994.233.527.110 742.406.181.209 - 1.015.157.813 2.737.654.866.132 Bonds payable
Total 6.332.791.981.269 3.504.810.675.495 - 12.862.631.317 9.850.465.288.081 Total
164



51. KEJADIAN SETELAH TANGGAL PELAPORAN 51. EVENTS AFTER REPORTING PERIOD
a. Setelah tanggal pelaporan, terdapat a. After the reporting date, there was uncertainty
ketidakpastian terhadap kondisi makro ekonomi on the macro-economic condition both in
baik di Indonesia maupun global yang terutama Indonesia and global which mainly due to
disebabkan oleh virus Covid-19. Operasi impact of Covid-19 virus. The Group operation
Kelompok Usaha telah dan mungkin terus has and may continue to be impacted by the
dipengaruhi oleh penyebaran virus Covid-19 outbreak of Covid-19 virus which started in
yang dimulai di Cina dan kemudian menyebar China and subsequently spread to other
ke negara-negara lain termasuk Indonesia. countries including Indonesia. This condition
Kondisi ini berdampak pada menurunnya secara has affected the significant decreased in the
signifikan operasi dan kondisi keuangan Group’s operation and financial condition. The
Kelompok Usaha. Efek masa depan dari future effects of the outbreak of Covid-19 virus
merebaknya virus Covid-19 terhadap Indonesia to Indonesia and the Group are unclear at this
dan Kelompok Usaha masih belum dapat time. A significant rise in the number of
ditentukan saat ini. Peningkatan jumlah infeksi Covid-19 virus infections or prolongation of the
Covid-19 yang signifikan atau penyebaran yang outbreak may affect Indonesia and the Group.
berkepanjangan dapat mempengaruhi
Indonesia dan Kelompok Usaha.
b. Pada tanggal 2 Maret 2020, Perusahaan b. On March 2, 2020, the Company received a
menerima Salinan Keputusan Menteri Badan Copy of Decree of the Minister of State-Owned
Usaha Milik Negara Selaku Rapat Umum Enterprises as the Company’s General
Pemegang Saham Perusahaan Perseroan Meeting of Shareholders of Perusahaan
(Persero) PT Angkasa Pura II No. SK- Perseroan (Persero) PT Angkasa Pura II No.
67/MBU/03/2020 yang memutuskan: SK-67/MBU/03/2020 which decides:
- Memberhentikan dengan hormat Daan - Dismiss with respect Daan Achmad, Djoko
Achmad, Djoko Murjatmodjo, Ituk Herarindri Murjatmodjo, Ituk Herarindri and Bayu
dan Bayu Rafisukmawan sebagai Direktur Rafisukmawan as Directors of the
Perusahaan. Company.
- Mengangkat Ghamal Peris Aulia, Agus - Appoint Ghamal Peris Aulia, Agus Wialdi,
Wialdi, Muhamad Wasid dan Wiweko Muhamad Wasid and Wiweko Probojakti as
Probojakti sebagai Direktur Directors of the Company.
Perusahaan.
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
Undang-Undang Republik Indonesia Nomor 1 the Republic of Indonesia Number 1 Year 2020
Tahun 2020 yang menetapkan, antara lain, which stipulates, among others, reduction to
penurunan tarif pajak penghasilan wajib pajak the tax rates for corporate income tax payers
badan dalam negeri dan bentuk usaha tetap dari and permanent establishments entities from
semula 25% menjadi 22% untuk tahun pajak previously 25% to become 22% for fiscal years
2020 dan 2021 dan 20% mulai tahun pajak 2022 2020 and 2021 and 20% starting fiscal year
dan seterusnya, serta pengurangan lebih lanjut 2022 and onwards, and further reduction of 3%
tarif pajak sebesar 3% untuk wajib pajak dalam for corporate income tax payers that fulfill
negeri yang memenuhi persyaratan certain criteria.
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 of the new regulation on March 31, 2020.
31 Maret 2020.
165

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 2019 As of December 31, 2019

ASET ASSETS

Kas dan setara kas 2.687.545.032.950 3.305.417.216.944 5.684.474.649.472 Cash and cash equivalents
Piutang usaha, bersih 850.450.212.145 981.752.695.328 866.035.764.957 Trade receivables, net
Piutang lain-lain 100.823.048.391 84.768.239.330 79.457.390.437 Other receivables
Persediaan 9.546.591.496 10.305.723.507 9.676.567.925 Inventories
Uang muka 38.960.327.306 68.916.007.206 66.007.047.743 Advances
Aset keuangan yang tersedia untuk dijual Available-for-sale financial assets -
bagian lancar 10.180.000.000 12.018.400.000 - current portion
Biaya dibayar di muka 38.429.694.997 36.658.468.000 25.000.000.000 Prepaid expenses
Pendapatan yang masih harus diterima 236.387.587.684 159.673.116.918 93.765.401.581 Accrued revenue
Pajak dibayar dimuka 136.994.973.925 74.199.009.144 - Prepaid taxes
TOTAL ASET LANCAR 4.109.317.468.894 4.733.708.876.377 6.824.416.822.115 TOTAL CURRENT ASSETS

Aset keuangan yang tersedia Available-for-sale financial assets -
untuk dijual - bagian tidak lancar 62.790.400.000 69.168.663.000 92.175.300.000 non-current portion
Penyertaan saham 1.322.639.456.462 742.488.227.596 732.588.227.596 Investments in shares of stock
Uang muka pembelian tanah 3.316.002.785.219 3.208.150.950.194 535.980.966.175 Advance for land acquisition
Properti investasi, bersih 75.227.374.501 75.993.129.392 76.758.884.283 Investment property, net
Aset tetap, bersih 33.059.433.497.423 28.937.838.151.591 24.001.909.124.182 Fixed assets, net
Estimasi tagihan pajak 406.704.795.633 103.566.411.825 - Estimated claim for refundable tax
Aset tidak lancar lain-lain 106.069.885.381 143.482.997.505 110.058.731.061 Other non-current assets
TOTAL ASET TIDAK LANCAR 38.348.868.194.619 33.280.688.531.103 25.549.471.233.297 TOTAL NON-CURRENT ASSETS
TOTAL ASET 42.458.185.663.513 38.014.397.407.480 32.373.888.055.412 TOTAL ASSETS
1

LAPORAN POSISI KEUANGAN (lanjutan) STATEMENT OF FINANCIAL POSITION (continued)
Tanggal 31 Desember 2019 As of December 31, 2019


Utang usaha 3.761.955.093 2.913.636.029 2.852.856.757 Trade payables
Utang lain-lain 2.336.922.349.458 2.451.978.580.444 2.079.290.031.430 Other payables
Beban akrual 1.537.630.279.360 1.502.699.514.540 1.321.581.617.538 Accrued expenses
Utang pajak 54.867.517.709 65.769.519.847 129.081.722.354 Taxes payable
Liabilitas dana pensiun 29.607.055.346 27.975.054.717 21.486.306.797 Pension fund liabilities
Pendapatan yang diterima di muka 143.308.318.988 116.569.149.643 131.734.987.435 Unearned revenues
Liabilitas imbalan kerja Short-term employees
jangka pendek 228.509.428.324 215.355.518.423 166.956.940.897 benefits liabilities
Bagian jangka pendek utang Current portion of
bank jangka panjang 585.388.500.000 335.334.333.333 133.466.336.718 long-term bank loan
TOTAL LIABILITAS
JANGKA PENDEK 4.919.995.404.278 4.718.595.306.976 3.986.450.799.926 TOTAL CURRENT LIABILITIES

Pinjaman bank jangka panjang: Long-term loans:
Utang jaminan pelanggan 24.455.909.690 18.010.486.257 14.715.689.193 Customers deposits
Liabilitas pajak tangguhan 522.505.012.960 314.641.057.230 147.577.145.173 Deferred tax liabilities
Liabilitas imbalan kerja 352.539.616.201 206.213.172.951 126.434.190.719 Employee benefits liabilities
Dana program Tunjangan Hari Tua - 2.144.544.726 382.637.262 Retirement program funds
TOTAL LIABILITAS
JANGKA PANJANG 13.939.605.462.292 10.056.140.215.912 6.488.435.306.898 TOTAL NON-CURRENT LIABILITIES
TOTAL LIABILITAS 18.859.600.866.570 14.774.735.522.888 10.474.886.106.824 TOTAL LIABILITIES
EKUITAS EQUITY
Modal saham - nilai nominal Share capital - par value of
Modal dasar - Authorized capital -
tahun 2018 dan 2017 in 2018 and 2017
Modal ditempatkan dan Issued and fully
disetor penuh - paid capital -
tahun 2018 dan 2017 15.971.652.000.000 7.000.000.000.000 7.000.000.000.000 in 2018 and 2017
Tambahan modal disetor (59.048.538.134) - - Additional paid-in capital
Modal disetor lainnya - 4.434.923.823.602 4.752.112.049.937 Other paid-in capital
Komponen ekuitas lainnya 869.462.020.868 869.462.020.868 552.273.794.533 Other components of equity
Rugi komprehensif lain (263.133.266.523) (203.423.830.852) (165.568.077.749) Other comprehensive loss
Dicadangkan 5.600.700.573.806 10.137.428.750.204 8.529.641.394.521 Appropriated
Belum dicadangkan 1.478.952.006.926 1.001.271.120.770 1.230.542.787.346 Unappropriated
TOTAL EKUITAS 23.598.584.796.943 23.239.661.884.592 21.899.001.948.588 TOTAL EQUITY
TOTAL LIABILITAS DAN EKUITAS 42.458.185.663.513 38.014.397.407.480 32.373.888.055.412 TOTAL LIABILITIES AND EQUITY
2

LAPORAN LABA RUGI DAN PENGHASILAN STATEMENT OF PROFIT OR LOSS AND OTHER
KOMPREHENSIF LAIN COMPREHENSIVE INCOME

31 Desember/
2019 2018
PENDAPATAN USAHA OPERATING REVENUES

Pendapatan non-aeronautika 3.035.152.128.528 3.068.764.580.065 Non-Aeronautical revenues
TOTAL 8.794.726.738.097 9.078.644.887.785 TOTAL
Beban operasional bandara (3.628.780.227.179) (3.402.944.293.466) Airport operation expenses

Beban pegawai (1.750.335.047.595) (1.639.934.014.615) Employee expenses
Beban umum dan administrasi (1.301.046.167.065) (1.249.633.123.070) expense
Beban pemasaran (15.584.788.476) (22.924.976.839) Marketing expenses
Pendapatan lain-lain 256.512.403.304 69.526.121.644 Other income
Beban lain-lain (106.041.277.384) (101.128.710.945) Other expenses
Penghasilan keuangan 130.927.544.040 258.745.218.098 Finance income

Pajak final atas penghasilan keuangan (27.364.397.465) (51.244.407.698) Final tax on finance income
Beban keuangan (794.412.431.628) (476.426.055.056) Finance costs
LABA SEBELUM PROFIT BEFORE

PAJAK PENGHASILAN BADAN 1.558.602.348.649 2.462.680.645.838 CORPORATE INCOME TAX
Beban pajak final (128.935.248.669) (106.970.194.974) Final tax expense
LABA SEBELUM PAJAK PROFIT BEFORE

PENGHASILAN BADAN 1.429.667.099.980 2.355.710.450.864 CORPORATE INCOME TAX
BEBAN (MANFAAT) INCOME TAX EXPENSE

PAJAK PENGHASILAN (BENEFIT)
Pajak kini 276.844.137.750 498.228.011.000 Current tax
Pajak tangguhan 229.028.213.287 177.019.750.757 Deferred tax
Kekurangan pajak penghasilan Under provison prior year
periode sebelumnya 6.443.535.767 - corporate income tax
BEBAN PAJAK PENGHASILAN, BERSIH 512.315.886.804 675.247.761.757 INCOME TAX EXPENSES, NET
LABA TAHUN BERJALAN 917.351.213.176 1.680.462.689.107 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 3.783.337.000 (7.988.237.000) for sale financial assets
Pos-pos yang tidak akan Item that will not be

Kerugian aktuaria (84.657.030.228) (37.764.722.842) Actuarial loss
Efek beban pajak penghasilan 21.164.257.557 7.897.206.739 Income tax effect expense
TOTAL PENGHASILAN KOMPREHENSIF TOTAL COMPREHENSIVE

TAHUN BERJALAN 857.641.777.505 1.642.606.936.004 INCOME FOR THE YEAR
3
622
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 2017 7.000.000.000.000 - 4.752.112.049.937 552.273.794.533 (165.568.077.749) 8.529.641.394.521 1.230.542.787.346 21.899.001.948.588 Balance as of December 31, 2017
Pengurangan penyertaan modal pemerintah - - (317.188.226.335) 317.188.226.335 - - - - Deduction of government contribution

Dividen - - - - - - (301.947.000.000) (301.947.000.000) Dividend
Cadangan umum - - - - - 1.607.787.355.683 (1.607.787.355.683) - General reserves
Penghasilan (rugi) komprehensif lain Other comprehensive income (loss)
Aset keuangan tersedia untuk dijual - - - - (7.988.237.000) - - (7.988.237.000) Available-for-sales financial assets
Pengukuran kembali liabilitas imbalan kerja - - - - (29.867.516.103) - - (29.867.516.103) Re-measurement of employee benefits liability
Laba tahun berjalan - - - - - - 1.680.462.689.107 1.680.462.689.107 Profit for the year
Significant Financial Highlights
Ikhtisar Data Keuangan Penting
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 - - - - - - - - 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) 5.600.700.573.806 1.478.952.006.926 23.598.584.796.943 Balance as of December 31, 2019
Management Report
Laporan Manajemen
Company Profile
Profil Perusahaan
Laporan Tahunan 2019

4

LAPORAN ARUS KAS STATEMENT OF CASH FLOWS
(Disajikan dalam Rupiah kecuali dinyatakan lain) (Expressed in Rupiah, unless otherwise stated)

31 Desember/
2019 2018

AKTIVITAS OPERASI OPERATING ACTIVITIES
Penerimaan dari pelanggan 8.747.118.671.188 8.774.884.209.314 Receipts from customers
Pembayaran kepada pemasok Payments to suppliers and
dan pihak ketiga lainnya (2.948.306.449.303) (3.196.582.460.551) other third parties
Pembayaran kepada karyawan (1.656.052.523.639) (1.531.011.050.877) Payments to employees
Pembayaran bunga (794.412.431.628) (476.426.055.056) Payment of interest
Penerimaan bunga 103.563.146.575 207.500.810.400 Receipt of interest
Penerimaan (pembayaran) lainnya (40.248.726.123) (41.483.803.593) Other receipts (payments)
Pembayaran pajak (670.386.279.663) (693.623.632.389) Payments for taxes

aktivitas operasi 2.741.275.407.407 3.043.258.017.248 operating activities

AKTIVITAS INVESTASI INVESTING ACTIVITIES
Perolehan aset tetap dan Acquisition of fixed assets
uang muka pembelian tanah (6.248.539.686.673) (8.620.861.803.885) and advance for land acquisition
Penerimaan dari penjualan aset tetap 187.680.217.564 2.582.678.614 Proceed from sales of fixed assets
Hasil penjualan aset keuangan Proceed from sale of financial
tersedia untuk untuk dijual 12.000.000.000 3.000.000.000 assets available-for-sale
Penambahan penyertaan pada Additional subscription in
entitas anak dan entitas asosiasi (639.200.000.000) (9.900.000.000) subsidiaries and associate entity
Kas bersih yang digunakan untuk Net cash used in

aktivitas investasi (6.688.059.469.109) (8.625.179.125.271) investing activities

AKTIVITAS PENDANAAN FINANCING ACTIVITY
Penerimaan utang jangka panjang: Proceeds from long-term liabilities:
Utang bank 4.110.309.262.998 2.917.067.694.844 Bank loan
Utang obligasi - 750.000.000.000 Bonds payable
Pembayaran pinjaman bank (335.336.000.000) (133.554.258.848) Payment of bank loan
Pembayaran biaya Payments for bank
transaksi utang bank (6.391.058.290) (21.108.941.710) loan transaction costs
Pembayaran biaya Payments for bonds
transaksi utang obligasi - (7.593.818.791) payable transaction costs
Pembayaran dividen kas (439.670.327.000) (301.947.000.000) Payments of cash dividends
Kas bersih yang diperoleh Net cash

untuk aktivitas pendanaan 3.328.911.877.708 3.202.863.675.495 provided by financing activities
KENAIKAN (PENURUNAN) INCREASE (DECREASE) IN CASH

KAS DAN SETARA KAS (617.872.183.994) (2.379.057.432.528) AND CASH EQUIVALENTS

AWAL TAHUN 3.305.417.216.944 5.684.474.649.472 AT BEGINNING OF YEAR

AKHIR TAHUN 2.687.545.032.950 3.305.417.216.944 AT END OF YEAR
5

CATATAN ATAS LAPORAN KEUANGAN NOTES TO FINANCIAL STATEMENTS
1. IKHTISAR KEBIJAKAN AKUNTANSI 1. SUMMARY OF SIGNIFICANT ACCOUNTING

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 2019 dan 2018, Entitas As of December 31, 2019 and 2018, 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 2019/ Kepemilikan/ 31 Desember 2018/
Percentage of Acquisition cost Percentage of Acquisition cost
ownership December 31, 2019 ownership December 31, 2018
Entitas Anak/Subsidiaries
PT Angkasa Pura Solusi 99,99% 107.978.274.181 99,99% 7.978.507.181
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 31,25% 151.213.437.914
Entitas Asosiasi/Associates
PT Railink 40,00% 309.943.002.376 40,00% 218.343.002.376
PT Bandar Udara Internasional Jawa Barat 11,34% 200.000.000.000 - -
PT Purantara Mitra Angkasa Dua 0,11% 5.253.280.125 0,11% 5.253.280.125
Total 1.322.639.456.462 742.488.227.596
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/
2019 2018
Kapitalisasi biaya pinjaman Capitalization of

ke aset tetap 196.990.629.641 155.409.430.741 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/

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

Selisih kurs/

Pinjaman obligasi 1.994.233.527.110 742.406.181.209 - 1.015.157.813 2.737.654.866.132 Bonds payable
Total 6.332.791.981.269 3.504.810.675.495 - 12.862.631.317 9.850.465.288.081 Total
7
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Head Office:
Building 600, Soekarno - Hatta International Airport
PO BOX 1001/BUSH
Jakarta 19120, Indonesia
Telp. : +6221 550 5079

Fax. : +6221 550 2141
Email : contact.center@angkasapura2.co.id
www.angkasapura2.co.id

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GLOBAL PARTNERSHIP

2019 Annual Report PT Angkasa Pura II (Persero) 1

24 Laporan Dewan Komisaris 111 Lembaga dan Profesi Penunjang Perusahaan

30 Laporan Direksi 113 Penghargaan dan Sertifikasi

2 PT Angkasa Pura II (Persero) Laporan Tahunan 2019

186 Tinjauan Keuangan 356 Akuntan Publik

2019 Annual Report PT Angkasa Pura II (Persero) 3

Kesinambungan Tema dan Pencapaian dalam

4 PT Angkasa Pura II (Persero) Laporan Tahunan 2019

2. Reputasi dan image perusahaan yang baik.

3. Kondisi finansial dan aset perusahaan yang cukup kuat.

5. Komitmen kuat dalam implementasi GCG.

2019 Annual Report PT Angkasa Pura II (Persero) 5

6 PT Angkasa Pura II (Persero) Laporan Tahunan 2019

2019 Annual Report PT Angkasa Pura II (Persero) 7

Pendapatan Usaha 2019

Laba Tahun Berjalan 2019

Jumlah Karyawan Tetap 2019

8 PT Angkasa Pura II (Persero) Laporan Tahunan 2019

Pendapatan Usaha -0,97% 11.084,23 11.193,31 9.612,97 6.645,80 5.644,15

Beban Usaha 8,77% 8.747,21 8.042,06 6.593,48 4.545,47 3.577,53

Pendapatan (Beban) Lain-Lain -309,05% 105,74 -50,58 -40,89 -29,56 211,31

Laba Usaha -21,22% 2.442,76 3.100,67 2.978,59 2.070,77 2.277,92

Beban Pajak Final 24,29% 141,19 113,60 106,71 90,88 68,79

Laba Tahun Berjalan -48,56% 1.007,26 1.957,94 2.047,53 1.940,25 1.687,32

Laba Tahun Berjalan yang Dapat Diatribusikan Kepada:

Pemilik Entitas Induk -48,13% 1.015,68 1.958,00 2.047,41 1.940,25 1.687,32

Kepentingan Non-Pengendali -14.475,54% (8,42) (0,06) 0,12 - -

Laba (Rugi) Komprehensif Tahun Berjalan yang Dapat Diatribusikan Kepada:

Pemilik Entitas Induk -51,44% 942,80 1.941,58 1.997,71 1.898,34 1.634,68

Kepentingan Non-Pengendali -39.606,26% (22,87) (0,06) 0,12 - -

2019 Annual Report PT Angkasa Pura II (Persero) 9

Grafik Laba Rugi Komprehensif Lain Konsolidasian

2018 2017 2015

11,08 Triliun | Trillion

Pendapatan Usaha 2019

Pendapatan usaha Perseroan tahun 2019

10 PT Angkasa Pura II (Persero) Laporan Tahunan 2019

Laporan Posisi Keuangan Konsolidasian (dalam miliar Rupiah)

Aset 11,90% 43.998,03 39.318,35 33.399 ,41 27.991,21 20.270,76

Aset Lancar -2,13% 5.964,27 6.094,08 7.830,82 8.081,13 4.023,89

Aset Tidak Lancar 14,48% 38.033,76 33.224,28 25.568,59 19.910,08 16.246,87

Liabilitas 27,38% 19.555,22 15.351,92 11.072,55 8.063,60 4.034,99

Liabilitas Jangka Pendek 5,51% 5.339,91 5.061,13 4.357,27 3.155,87 2.287,80

Liabilitas Jangka Panjang 38,14% 14.215,31 10.290,79 6.715,28 4.907,73 1.747,19

Ekuitas 1,99% 24.442,81 23.966,43 22.326,86 19.927,61 16.235,77

Liabilitas dan Ekuitas 11,90% 43.998,03 39.318,35 33.399,41 27.991,21 20.270,76

Modal Kerja Bersih -39,56% 624,36 1.032,95 3.473,55 4.925,26 1.736,09

2019 Annual Report PT Angkasa Pura II (Persero) 11

Grafik Posisi Keuangan Konsolidasian

44,00 Triliun | Trillion

Total Aset Perseroan tahun 2019 sebesar

12 PT Angkasa Pura II (Persero) Laporan Tahunan 2019

Liabilitas (dalam miliar Rupiah) Ekuitas (dalam miliar Rupiah)

Rasio Keuangan (%)

Rasio Likuiditas | Liquidity Ratio

Rasio Kas -10,70% 64,12% 74,82% 141,21% 221,02% 128,09%

Rasio Lancar -8,72% 111,69% 120,41% 179,72% 256,07% 175,88%

Rasio Profitabilitas | Profitability Ratio

Marjin Laba Bersih -8,40% 9,09% 17,49% 21,30% 29,20% 29,90%