Laporan Tahunan Annual Report
2015 2015Laporan Tahunan Annual Report
New Spirit. New Hope.
La
po
ran
Ta
hu
na
n
An
nu
al R
ep
ort
20
15
Ne
w S
pirit. N
ew
Ho
pe
.
PT Gapura Angkasa
Dapenra Building, 1st FL.Jl. Angkasa, Blok B - 12, Kav. 8Kota Baru Bandar KemayoranJakarta 10610 - Indonesia
2015Gapura in
Gapura di
CabangStation
GSE BermotorMotorized GSE
MaskapaiAirline
PenerbanganFlights
Ton CargoTon Cargo
54
55
522
276.575
158.947
Laba Tahun BerjalanNett Income for the Year
PendapatanRevenue
AsetAsset
dalam miliar Rpin billion Rp
54%
9%
26%
53,79
1.318,82
1.004,79
Beroperasi/PesananOperating/Order
Beroperasi/PesananOperating/Order
Beroperasi/PesananOperating/Order
Beroperasi/PesananOperating/Order
Beroperasi/PesananOperating/Order
4/14 7/8 33/84 26/45 1/2
Armada Teknologi Mutakhir
State-of-the-art Fleet
Aircraft Towing Tractor Wide Body
Ground Power Unit180 KVA
Baggage Towing Tractor Electric
Baggage Conveyor Loader Electric
Bendibelt
Kegiatan operasi penunjang penerbangan di
bandar udara sangat kompleks, dan Gapura
Angkasa menyadari bahwa faktor keselamatan dan
keamanan penerbangan serta kepuasan pelanggan
harus tetap menjadi prioritas pertama.
In view of the complexity of flight support activities in airports, Gapura recognizes that flight safety and security as well as customer satisfaction remain as its priorities.
1Laporan Tahunan 2015 Annual Report • Gapura Angkasa
Gapura Angkasa membukukan kinerja keuangan menggembirakan
untuk tahun buku 2015. Namun terlebih penting lagi, 2015 adalah
tahun dimana manajemen baru Gapura Angkasa melaksanakan
program-program transformasi bisnis yang bertumpu pada lima pilar
utama: People, Process, Premises, Brand dan Technology.
Berbagai inisiatif strategis telah dilakukan, termasuk langkah
Rebranding yang ditandai peluncuran logo baru Gapura,
menggarisbawahi kesiapan Gapura Angkasa melangkah maju
dengan semangat baru menuju pencapaian visi baru menjadi
perusahaan ground handling dengan kualitas layanan kelas dunia.
Gapura Angkasa posted encouraging financial performance for 2015. More importantly, 2015 is the year wherein Gapura Angkasa’s new management implemented the business transformation program that is based on five main pillars: People, Process, Premises, Brand and Technology. The Company has carried out various strategic initiatives, including rebranding as reflected in Gapura’s new logo, which underlines Gapura Angkasa’s readiness to move forward with renewed vigor to achieve its new vision of becoming a world-class ground handling company.
New Spirit. New Hope.
1Laporan Tahunan 2015 Annual Report • Gapura Angkasa
2 Gapura Angkasa • Laporan Tahunan 2015 Annual Report
Corporate ProfileManagement reportManagement Discussion & AnalysisBusiness ReportCorporate GovernanceCorporate Social responsibilityCorporate DataFinancial report
01
Daftar IsiContents
Lorem Ipsum Del ute te moloborpero consect etuerat wisim dolesecte tie modignis
Page
12
Lorem Ipsum DeL ute te moLoborpero consect etuerat wIsIm DoLesecte tIe moDIgnIs
Page
21
Lorem Ipsum Del ute te moloborpero consect etuerat wisim dolesecte tie modignis
Page
44
Lorem Ipsum DeL ute te moLoborpero consect etuerat wIsIm DoLesecte tIe moDIgnIs
Page
34
PembukaOpening
PembukaOpening
PembukaOpening
PembukaOpening
1 Penjelasan temaPenjelasan tema
2 Ikhtisar Kinerja Tahun 2015Ikhtisar Kinerja Tahun 2015
a. Ringkasan Kinerja 2015
Ringkasan Kinerja 2015
b. Ikhtisar Keuangan Financial Highlight
c. Ikhtisar Saham Ikhtisar Saham
3 Profil PerusahaanCompany Profile
a. Informasi Umum Perseroan
Informasi Umum Perseroan
b. Visi, Misi dan Nilai Perseroan
Visi, Misi dan Nilai Perseroan
c. Milestones Milestones
d. Peristiwa Penting 2015
Peristiwa Penting 2015
e. Sekilas Gapura Angkasa
Sekilas Gapura Angkasa
f. Kegiatan Usaha Kegiatan Usaha
g. Produk dan Jasa Produk dan Jasa
h. Struktur Perseroan Struktur Perseroan
i. Daftar Entitas Anak DaftarEntitas Anak
j. Struktur Organisasi Struktur Organisasi
k. Profil Dewan Komisaris
Profil Dewan Komisaris
l. Profil Direksi Profil Direksi
m. Komposisi Pemegang Saham
Komposisi Pemegang Saham
n. Penghargaan dan Sertifikasi
Penghargaan dan Sertifikasi
4 Laporan kepada Pemegang Saham Laporan kepada Pemegang Saham
a. Laporan Dewan Komisaris
Laporan Dewan Komisaris
b. Laporan Direksi Laporan Direksi
5 Analisis & Pembahasan ManajemenAnalisis & Pembahasan Manajemen
a. Tinjauan Bisnis & Operasional
Tinjauan Bisnis & Operasional
b. Tinjauan Pendukung Bisnis
Tinjauan Pendukung Bisnis
3Laporan Tahunan 2015 Annual Report • Gapura Angkasa
Lorem Ipsum Del ute te moloborpero consect etuerat wisim dolesecte tie modignis
Page
56
Lorem Ipsum DeL ute te moLoborpero consect etuerat wIsIm DoLesecte tIe moDIgnIs
Page
75
Lorem Ipsum Del ute te moloborpero consect etuerat wisim dolesecte tie modignis
Page
97
Lorem Ipsum DeL ute te moLoborpero consect etuerat wIsIm DoLesecte tIe moDIgnIs
Page
87
PembukaOpening
PembukaOpening
PembukaOpening
PembukaOpening
i. Sumber Daya Manusia
Sumber Daya Manusia
ii. Teknologi Informasi Teknologi Informasi
c. Analisis Kinerja Keuangan
Analisis Kinerja Keuangan
5 Tata Kelola Perusahaan Tata Kelola Perusahaan
a. Rapat Umum Pemegang Saham
Rapat Umum Pemegang Saham
b. Dewan Komisaris Dewan Komisaris
c. Direksi Direksi
d. Remunerasi Dewan Komisaris dan Direktur
Remunerasi Dewan Komisaris dan Direktur
e. Komite Audit Komite Audit
f. Pengelolaan Risiko Pengelolaan Risiko
g. Sekretaris Perusahaan Sekretaris Perusahaan
h. Auditor Independen Auditor Independen
i. Audit Internal Audit Internal
j. Kebijakan Dividen Kebijakan Dividen
k. Keterbukaan Informasi Keterbukaan Informasi
l. Kasus Litigasi Kasus Litigasi
m. Transaksi Benturan Kepentingan
Transaksi Benturan Kepentingan
n. Kepemilikan Saham Dewan Komisaris dan Direksi
Kepemilikan Saham Dewan Komisaris dan Direksi
o. Kasus Penting Kasus Penting
p. Peristiwa Penting Setelah Tanggal Neraca
Peristiwa Penting Setelah Tanggal Neraca
6 Tanggung Jawab Sosial PerusahaanTanggung Jawab Sosial Perusahaan
7 Laporan Keuangan 2015Laporan Keuangan 2015
4 Gapura Angkasa • Laporan Tahunan 2015 Annual Report
Corporate ProfileManagement reportManagement Discussion & AnalysisBusiness ReportCorporate GovernanceCorporate Social responsibilityCorporate DataFinancial report
01
Angka pada tabel dan grafik menggunakan notasi bahasa Indonesia Numerical notation in all tables and graphs are in Indonesia
Ikhtisar KeuanganFinancial Highlights
2015 2014 2013
Pendapatan Usaha 1.318.818 1.210.443 1.092.668 Operating Revenues
Beban Usaha 1.233.511 1.195.408 1.038.202 Operating Expenses
Laba (Rugi) Usaha 85.308 15.035 54.466 Income (Loss) from Operations
Penghasilan (Beban) Lain-lain - Bersih (7.422) 47.925 14.857 Other Income (Expenses) - Net
Laba Sebelum Pajak 77.885 62.960 69.323 Profit Before Tax
Beban Pajak (24.089) (27.769) (25.670) Tax Expenses
Laba Tahun Berjalan 53.796 35.191 43.652 Net Income for the Year
Pendapatan Komprehensif Lain 8.746 13.698 - Other Comprehensive Income
Jumlah Pendapatan Komprehensif 62.542 48.889 43.652 Total Comprehensive Income
Jumlah Aset Lancar 382.949 335.070 282.011 Total Current Assets
Jumlah Aset Tidak Lancar 621.818 461.127 463.520 Total Non-Current Assets
Jumlah Aset 1.004.767 796.197 745.530 Total Assets
Jumlah Liabilitas Jangka Pendek 249.020 202.871 255.442 Total Current Liabilities
Jumlah Liabilitas Jangka Panjang 179.354 255.897 183.906 Total Non-Current Liabilities
Liabilitas Sewa Pembiayaan 176.422 Lease Liabilities
Jumlah Liabilitas 604.796 458.768 439.348 Total Liabilities
Modal Ditempatkan dan Disetor 215.040 215.040 215.040 Issued and Fully Paid Capital
Komponen Ekuitas Lainnya 184.931 122.389 91.142 Other Components of Equity
Jumlah Ekuitas 399.971 337.429 306.182 Total Equity
Jumlah Liabilitas dan Ekuitas 1.004.767 796.197 745.530 Total Liabilities and Equity
Arus Kas Diperoleh Dari Aktivitas Operasi
64.492 (47.036) 101.138 Cash Flows Provided by Operating Activities
Arus Kas Digunakan Dari Aktivitas Investasi
(14.590) 13.227 (118.372) Cash Flows Provided by (Used in) Investing Activities
Arus Kas Diperoleh Dari (Digunakan Untuk) Aktivitas Pendanaan
(24.000) 21.260 - Cash Flows Provided by (Used in) Financing Activities
Rasio Ratios
EBITDA Margin (%) 10,0 10,9 10,7 EBITDA Margin (%)
Marjin Laba Usaha (%) 6,5 1,2 5,0 Operating Income Margin (%)
Marjin Lanba Bersih (%) 4,7 4,0 4,0 Net Income Margin (%)
Tingkat Pengembalian Aktiva (%) 6,7 4,4 5,9 Return on Assets (%)
Tingkat Pengembalian Ekuitas (%) 13,4 10,4 14,2 Return on Equity (%)
Rasio Lancar (%) 153,8 165,2 110,0 Current Ratio (%)
Debt to Equity Ratio (%) 101,2 136,0 143,4 Debt to Equity Ratio (%)
Debt to Asset Ratio (%) 50,3 57,6 58,9 Debt to Asset Ratio (%)
(Dalam Rp Juta, kecuali disebut khusus) (in Million Rupiah, or otherwise stated)
5Laporan Tahunan 2015 Annual Report • Gapura Angkasa
Pendapatan Usaha (Rp miliar)
Operating Revenue (Rp billion)
2015
2015
2015
2015
2014
2014
2014
2014
2013
2013
2013
2013
Laba Tahun Berjalan (Rp miliar)
Net Income for the Year (Rp billion)
Jumlah Ekuitas (Rp miliar)
Total Equity (Rp billion)
Jumlah Aset (Rp miliar)
Total Assets (Rp billion)
6 Gapura Angkasa • Laporan Tahunan 2015 Annual Report
Kami percaya bahwa dengan menyediakan
solusi layanan kelas dunia, kami dapat
memberdayakan para pelanggan kami untuk
mencapai kinerja terbaik, sekaligus memastikan
pertumbuhan laba dan bisnis berkelanjutan bagi
Gapura Angkasa.
Our Distinguishing BeliefsWe Empower our customers to achieved high performance. Collaboration spirit; our customer’s success is our success. Our progressive culture ensures we deliver cutting edge solutions. People are our greatest asset and backbone of our organization
Shared Success
Identitas BaruNew Identity
Corporate ProfileManagement reportManagement Discussion & AnalysisBusiness ReportCorporate GovernanceCorporate Social responsibilityCorporate DataFinancial report
01
7Laporan Tahunan 2015 Annual Report • Gapura Angkasa
Vision
Mission
Visi
Misi
Menjadi penyedia jasa ground handling
dan jasa terkait lainnya di bandar udara
dengan kualitas layanan kelas dunia
(To Provide World-Class Airport Services).
Sebagai perusahaan penyedia jasa ground
handling dan jasa terkait lainnya di bandar
udara, guna berkontribusi positif dalam
integrasi bisnis jasa penerbangan nasional
To be a service -oriented organization that is the catalyst that enables our
customers to deliver their service promises every day.
Providing professional world-class ground handling services that delight
our customers, deliver growth and profit for our stakeholders, and help
progress the airport service industry.
8 Gapura Angkasa • Laporan Tahunan 2015 Annual Report
Corporate ProfileManagement reportManagement Discussion & AnalysisBusiness ReportCorporate GovernanceCorporate Social responsibilityCorporate DataFinancial report
01
8 Gapura Angkasa • Laporan Tahunan 2015 Annual Report
Kami percaya bahwa dengan menyediakan
solusi layanan kelas dunia, kami dapat
memberdayakan para pelanggan kami untuk
mencapai kinerja terbaik, sekaligus memastikan
pertumbuhan laba dan bisnis berkelanjutan bagi
Gapura Angkasa.
Our Distinguishing BeliefsWe Empower our customers to achieved high performance. Collaboration spirit; our customer’s success is our success. Our progressive culture ensures we deliver cutting edge solutions. People are our greatest asset and backbone of our organization
Shared Success
Identitas BaruNew Identity
Corporate ProfileManagement reportManagement Discussion & AnalysisBusiness ReportCorporate GovernanceCorporate Social responsibilityCorporate DataFinancial report
01
9Laporan Tahunan 2015 Annual Report • Gapura Angkasa 9Laporan Tahunan 2015 Annual Report • Gapura Angkasa
Vision
Mission
Visi
Misi
Menjadi penyedia jasa ground handling
dan jasa terkait lainnya di bandar udara
dengan kualitas layanan kelas dunia
(To Provide World-Class Airport Services).
Sebagai perusahaan penyedia jasa ground
handling dan jasa terkait lainnya di bandar
udara, guna berkontribusi positif dalam
integrasi bisnis jasa penerbangan nasional
To be a service -oriented organization that is the catalyst that enables our
customers to deliver their service promises every day.
Providing professional world-class ground handling services that delight
our customers, deliver growth and profit for our stakeholders, and help
progress the airport service industry.
10 Gapura Angkasa • Laporan Tahunan 2015 Annual Report
Corporate ProfileManagement reportManagement Discussion & AnalysisBusiness ReportCorporate GovernanceCorporate Social responsibilityCorporate DataFinancial report
01
5-Drivers Gapura
PEOPLE PROCESS
5-Drivers Gapura
Perseroan terus membentuk
sumber daya manusia
dengan karakter “passion,
responsive, sincere,
affable, consistent” melalui
rekrutmen, pelatihan
dan pemberdayaan yang
berkelanjutan.
The Company creates a pool
of human resources having a
mentality of ‘passion, responsive,
sincere, affable, consistent’
through continuing efforts
in recruitment, training and
development.
Perseroan terus
mengembangkan organisasi
yang mampu “multi tasking”
dengan “simplified business
process” guna meningkatkan
kecepatan, efisiensi dan
akurasi kegiatan ground
handling.
The Company develops an
organization that is capable
of ‘multi-tasking’ along with
‘simplified business process’
in order to improve the speed,
efficiency and accuracy of
ground handling activities.
11Laporan Tahunan 2015 Annual Report • Gapura Angkasa
TECHNOLOGYPREMISESS BRAND
Perseroan terus melakukan
investasi peremajaan
peralatan GSE berteknologi
mutakhir yang “eco friendly”
untuk meningkatkan
efiesiensi biaya operasi dan
produktifitas hasil produksi.
The Company continues to
invest in revitalizing its GSE
fleet with the latest advanced
technology ‘eco friendly’ units
in order to improve on efficiency
of operational costs as well as
productivity.
Perseroan terus berupaya
menjadi “IT-based
organization“ melalui
penerapan “state-of-the-
art technology“ yang tepat
guna untuk mengoptimalkan
proses-proses operasional
ground handling.
The Company strives to become
an ‘IT-based organization’
through the utilization of
appropriate state-of-the-art
technology towards optimum
ground handling operations.
Perseroan terus melakukan
“brand engagement” agar
karyawan memahami
semboyan baru Gapura
“Shared Success” serta
diaktualisasikan dalam
aktivitas karyawan sehari-
hari.
The Company continues with a
‘brand engagement’ to socialize
its tagline motto of ‘Shared
Success’ among employees, to
be manifested in their day-to-day
activities.
Untuk mencapai visi sebagai “penyedia jasa ground
handling dengan kualitas kelas dunia” sejak tahun
2014 Perseroan melakukan transformasi bisnis, yang
dijabarkan menjadi 5 komponen pendorong transformasi,
dikenal sebagai “5 Drivers” yang terdiri dari:
To realize its vision as a ‘ground handling services provider with world-class quality’, the Company since 2014 has engaged in a business transformation journey, along the following five components known as the “5 Drivers’ of transformation, consisting of:
12 Gapura Angkasa • Laporan Tahunan 2015 Annual Report
Corporate ProfileManagement reportManagement Discussion & AnalysisBusiness ReportCorporate GovernanceCorporate Social responsibilityCorporate DataFinancial report
01
Gapura adalah perusahaan patungan, yang didirikan pada 26 Januari 1998 oleh tiga BUMN yaitu PT Garuda Indonesia (Persero) Tbk, PT Angkasa Pura I (Persero) dan PT Angkasa Pura II (Persero), bergerak di bidang usaha jasa ground handling dan kegiatan usaha lainnya yang menunjang usaha penerbangan di bandar udara.
Pada awalnya maskapai penerbangan Garuda Indonesia
melaksanakan ground handling sendiri, namun mengingat
kebutuhan layanan profesional dan tuntutan hasil kerja yang
optimal tanpa mengabaikan unsur keamanan, keselamatan,
kehandalan dan ketepatan waktu, maka Garuda menyerahkan
kegiatan ground handling ke pihak lain agar dapat
berkonsentrasi pada operasional pesawat udara. Dari sinilah
asal mula pendirian PT Gapura Angkasa.
Per tanggal 9 Desember 2014 struktur kepemilikan saham
Gapura Angkasa adalah Garuda Indonesia (58,75%), Angkasa
Pura II (31,25%) dan Angkasa Pura II (10%).
Garuda initially carried out ground handling by themselves
However, given the need for professional services and
demands for optimum results without neglecting security,
safety, reliability, and timeliness, Garuda decided to handover
ground handling activities to other parties so as to focus on
airline operations. This is where the origins of PT Angkasa
Pura began.
As of December 9, 2014, Gapura Angkasa’s shareholders
consist of Garuda Indonesia (58,75%), Angkasa Pura II
(31,25%) dan Angkasa Pura II (10%).
Gapura is a joint-venture company that was established on January 26,1998 by three State-Owned Enterprises,
namely PT Garuda Indonesia (Persero) Tbk, PT Angkasa Pura I (Persero) and PT Angkasa Pura II (Persero). The
Company is engaged in the business of ground handling services and other business activities that support the
aviation business at the airport.
Sekilas GapuraGapura at a Glance
13Laporan Tahunan 2015 Annual Report • Gapura Angkasa
Kegiatan ground handling berpedoman pada standar pelayanan
global dari International Air Transportation Association (IATA)
dimana Gapura menjadi anggota, sehingga Gapura dipercaya
maskapai nasional maupun internasional di 53 bandar udara
tempat Perseroan saat ini beroperasi.
Layanan Gapura saat ini terus berkembang dari ground
handling ke jasa warehousing, pengelolaan executive lounge,
jasa hospitality atau passenger service assistant, serta
learning center.
Ground handling activities are based on global services
standards from the International Air Transportation
Association (IATA) in which Gapura is a member and trusted
by national and international airlines at 53 airports where the
Company currently operates in.
Gapura’s services currently continues to grow from ground
handling to warehousing services, executive lounge
management, hospitality services or passenger service
assistant, as well as the learning center.
Seiring dengan corporate action Garuda Indonesia menjadi
pemegang saham mayoritas, manajemen Perseroan menyusun
perencanaan baru bagi masa depan Gapura. Strategi
transformasi jangka panjang Perseroan untuk periode tahun
2015 – 2019 yang mengarah pada pertumbuhan secara
bertahap menjadi perusahaan ground handling dengan kualitas
layanan kelas dunia.
In line with Garuda Indonesia’s corporate action as the
Company’s majority shareholder, Gapura Angkasa’s
management prepared a new plan for the future. The
Company’s long-term transformation strategy for the 2015 –
2019 period is directed towards gradual development into a
world-class ground handling company.
Business Leverage
2016
• Re-Branding (2)• HC Transformation (2)• Individual & Group
Performance• Competency
Development (2)• GSE Augmentation &
Rejuvenation (2)• GSE Simplification &
Clustering (2)• Operation Control
System (2)• GSE Maintenance
Business• Unscheduled Flight
Handling• New Line of Business• Ground Breaking for
Own Office
Operational & Service Excellence
2017
• Engaged Employee• Hub Control &
Dashboard• GSE Simplification &
Clustering (3)• Operation Control
System on other Stations
• SKYTRAX Five Star Ground Handling
• Younger GSE Fleet• Improved Business
Segments Profitability
Business Excellence
2018
• Improve Financial Performance
• EBITDA margin 15%• Non-Core Business
Spin-Off • Enhanced Business
Portfolio• Overseas JV
World Class
2019
• Top 50 Indonesia Best Companies in Creating Leader
• IATA Approved Training Center
• IT Based Organization
• Re-Branding• HC Transformation • Competency
Development• GSE Augmentation &
Rejuvenation • GSE Simplification &
Clustering• Operation Control
System• Minimum Charge
on Low Frequency Stations
• New APB for CGK-T3
Business Leverage
2015
14 Gapura Angkasa • Laporan Tahunan 2015 Annual Report
Corporate ProfileManagement reportManagement Discussion & AnalysisBusiness ReportCorporate GovernanceCorporate Social responsibilityCorporate DataFinancial report
01
14 Gapura Angkasa • Laporan Tahunan 2015 Annual Report
Jejak LangkahMilestones
JanuariPerusahaan didirikan (Akta Pendirian No. 32) tanggal 26 Januari 1998
JanuaryEstablishment of the Company (Deed No. 32) on. 26 Jan. 1998
AprilPerusahaan melayani section 6 (ref. AHM 1998)
AprilThe Company provides 6 section services (ref. AHM 1998)
Perusahaan beroperasi di 20 Bandara dengan 14 section pelayanan (ref. AHM 1998)
The Company operates in 20 airports offering 14 section services (ref. AHM 1998)
• Memperluas jaringan pelayanan (area operasi) hingga 45 Bandara
• Memperoleh Penghargaan Pelayanan Publik Prima dari Kementerian Perhubungan
• Expanded its area of operations to cover 45 airports
• Received the ‘Pelayanan Publik Prima’ Award from Ministry of Transportation
• Mendapatkan Sertifikasi "ISAGO"• Memperoleh “SNI Award”
• Obtained the “ISAGO” Certification• Obtained the “SNI Award”
1998
2009
1999-2000
2014
Mengoperasikan Pergudangan Internasional CGK
Operates the International Warehousing business at CGK
2005
15Laporan Tahunan 2015 Annual Report • Gapura Angkasa 15Laporan Tahunan 2015 Annual Report • Gapura Angkasa
Memperoleh Sertifikasi atas penerapan SMM ISO 9001:2000
Obtained an SMM ISO 9001:2000 certification
Mengoperasikan Pergudangan Domestik CGK
Operates the Domestic Warehousing business at CGK
2001 2003
2015
• Melakukan "Corporate Turn Around"
• Diversifikasi Produk untuk segmen LCC “SMART HANDLING”
• Engaged in a “Corporate Turn Around “
• Product diversification into LCC ”SMART HANDLING”
2004
• Implementasi Information System SAP HCM Payroll Module• Handling ATR Garuda in Pangkalanbun, Ketapang dan Tanjung
Karang, Sabang, Meulaboh, Lhokseumawe, dan Langgur• Launching Gapura Learning Center tanggal 23 Maret 2015• Handling Tiger Airways di CGK, DPS, dan SUB, Air Asia Berhad
di BTJ dan PNK, Nam Air di PGK dan TJQ, Kalstar di DPS, Express Air di CGK, Citilink di PNK dan MDC, Air Asia-X di DPS, Qantas di DPS, Garuda di TKG, dan Jetstar di PLM dan PKU.
• Penandatanganan GSE Leasing Agreement tanggal 1 Juni 2015
• Zero Accident / Incident di bulan Maret, April, Mei, dan Juni• Implementasi New Brand, New Colour Scheme tanggal 7 Mei
2015• Implementasi e-Procurement mulai September 2015• GSE baru dengan Livery baru : GPU (2), HLL (4), ATW (4), PBS
(6), BendiBelt (1)• Handling pesawat Boeing B787 dreamliner di DPS (JAL, Qatar,
Royal Brunei)• Peresmian GSE baru dengan Livery baru (ATW) tanggal 15
September 2015• Kick Off Operation Control System tanggal 8 Oktober 2015
• Implementation of Information System SAP HCM Payroll Module
• Handled Garuda’s ATR aircraft at Pangkalanbun, Ketapang and Tanjung Karang, Sabang, Meulaboh, Lhokseumawe, and Langgur
• Official launch of Gapura Learning Center on March 23, 2015• Handled Tiger Airways at CGK, DPS, and SUB; Air Asia Berhad
at BTJ and PNK; Nam Air at PGK and TJQ; Kalstar at DPS; Express Air at CGK, Citilink at PNK and MDC; Air Asia-X at DPS; Qantas at DPS; Garuda at TKG; and Jetstar at PLM and PKU.
• Signing of GSE Leasing Agreement on June 1, 2015• Achieved Zero Accident / Incident during March, April, May and
June• Implementation of New Brand and New Colour Scheme on
May 7, 2015• Implementation of e-Procurement beginning in September
2015• New GSE units in new livery: GPU (2), HLL (4), ATW (4), PBS (6),
BendiBelt (1)• Handled Boeing B787 Dreamliner aircraft at DPS (JAL, Qatar,
Royal Brunei)• Official inauguration of new GSE (ATW) with new livery on
September 15, 2015• Kick Off Operation Control System on October 8, 2015
16 Gapura Angkasa • Laporan Tahunan 2015 Annual Report
Corporate ProfileManagement reportManagement Discussion & AnalysisBusiness ReportCorporate GovernanceCorporate Social responsibilityCorporate DataFinancial report
01
Produk dan JasaProduct and Service
Ground handling atau airport services mencakup pelayanan
terhadap penumpang, bagasi, cargo dan pos yang diangkut
pesawat udara, serta penyediaan peralatan untuk membantu
pergerakan pesawat di darat selama berada di bandar udara,
baik di fase kedatangan maupun keberangkatan.
Bidang usaha Perseroan sebagaimana dimuat dalam Akta No.
2 tanggal 1 September 2010 merupakan pengembangan dari
standar yang ditetapkan IATA Airport Handling Manual, 810
Annex A tahun 1998, yaitu kini mencakup:
1. Representation and Accommodation
2. Load Control, Communication and Departure Control
System (DCS)
3. Unit Load Device (ULD) Control
4. Passenger and Baggage
5. Cargo and Post Office Mail
6. Ramp Service
7. Aircraft Servicing
8. Fuel and Oil
9. Aircraft Maintenance
10. Flight Operation and Crew Administration
11. Surface Transport
12. Catering Service
13. Supervision and Administration
14. Airport Security
15. Warehouse and Logistic
16. Ground Handling Consultant
17. Pendidikan dan Pelatihan serta penyediaan tenaga ahli
ground handling
Secara garis besar pendapatan Perseroan diperoleh dari 3
bidang usaha, yaitu ground handling, warehousing, dan jasa-
jasa penunjang penerbangan di bandar udara.
Ground handling or airport services comprise of passenger,
baggage, cargo and postal services that is transported by
aircraft, as well as provide equipment to support the movement
of aircraft on land while at the airport, both for the arrival and
departure phases.
The Company’s business field as stipulated in Deed No. 2 dated
September 1, 2010, which is a developed from the standards
prescribed in IATA Airport Handling Manual, 810 Annex A of
1998, which includes:
1. Representation and Accommodation
2. Load Control, Communication and Departure Control
System (DCS)
3. Unit Load Device (ULD) Control
4. Passenger and Baggage
5. Cargo and Post Office Mail
6. Ramp Service
7. Aircraft Servicing
8. Fuel and Oil
9. Aircraft Maintenance
10. Flight Operation and Crew Administration
11. Surface Transport
12. Catering Service
13. Supervision and Administration
14. Airport Security
15. Warehouse and Logistic
16. Ground Handling Consultant
17. Education and Training as well as provide ground handling
experts
Overall, the Company’s revenues derive from 3 business fields,
namely: ground handling, warehousing, and aviation support
services at airports.
17Laporan Tahunan 2015 Annual Report • Gapura Angkasa
Ground Handling01Layanan ground handling Perseroan dikelompokkan sesuai
segmen maskapai atau jenis penerbangan yang dilayani, yaitu:
• VVIP Handling
• Premium Handling
• LCC Handling
• Charter/Unschedule/Adhoc Flight
The Company’s ground handling services is grouped according
to the airline or type of flight served, namely:
• VVIP Handling
• Premium Handling
• LCC Handling
• Charter/Unscheduled/Adhoc Flight
18 Gapura Angkasa • Laporan Tahunan 2015 Annual Report
Corporate ProfileManagement reportManagement Discussion & AnalysisBusiness ReportCorporate GovernanceCorporate Social responsibilityCorporate DataFinancial report
01
Layanan warehousing dan cargo handling Perseroan didukung
dengan teknologi mutakhir untuk memastikan seluruh proses
pekerjaan dilakukan secara aman dan efisien. Pelayanan
warehousing Perseroan tersedia di bandara Soekarno-Hatta,
Cengkareng.
Produk dan JasaProduct and Service
Warehousing02
The Company’s warehousing and cargo handling services is
backed by the latest technology to ensure that all of the work
process is safe and efficient. These warehousing services are
available at the Soekarno-Hatta Airport, Cengkareng.
19Laporan Tahunan 2015 Annual Report • Gapura Angkasa
Hospitality and Learning Centerw
Berbeda dengan dua bidang usaha utama Gapura yang terkait dengan
operasi penerbangan di airside (sisi udara) bandar udara, maka kegiatan
jasa-jasa penunjang penerbangan berada di landside (sisi darat)
terutama di gedung terminal bandar udara.
• Executive Lounge
Gapura memperluas layanan dengan menyediakan executive
lounges di beberapa bandara: Terminal 1C bandara CGK; Departure
Hall bandara PNK dan Ground Floor bandara PKU. Lounge Gapura
menawarkan kenyamanan, lingkungan yang tenang, fasiltas
telepon, internet akses tanpa kabel serta sajian minuman dan
makanan ringan.
• Hospitality
Layanan hospitality atau Passenger Service Assistant (PSA)
terdiri dari layanan meet & greet assistance, check in assistance,
visa & immigration assistance, baggage claim assistance, customs
clearance assistance, limousine services, dan international events.
Tersedia untuk proses kedatangan, transit atau keberangkatan di
bandara CGK, DPS, JOG dan PNK.
Awalnya layanan hanya ditujukan untuk penumpang Garuda
Indonesia, namun digunakan juga oleh maskapai internasional
(Korean Air, Japan Airlines) dan hotel bintang 5 (Shangri-La, Mulia,
Mandarin, Hermitage) serta pelanggan korporat dan individu
lain. Hospitality Gapura telah tergabung ke dalam The Concierge
Society of Indonesia.
• Learning Center
Gapura Learning Center telah ditingkatkan menjadi unit bisnis
yang memberi pelatihan untuk pihak eksternal bidang basic airport
handling management, basic frontliner, grooming & etiquette,
aviation security, cargo and mail, dangerous goods, dan Ground
Support Equipment (GSE) operator.
Lulusan Gapura Learning Center memperoleh sertifikat dan SKP
(Surat Kecakapan Personel) dari Kementerian Perhubungan yang
merupakan lisensi resmi untuk bekerja di kebandarudaraan dan
maskapai penerbangan.
In contrast to Gapura’s two main businesses that are associated
with airside airport flight operations, therefore, flight support
services are situated on the landside specifically in the airport
terminal buildings.
• Executive Lounge
Gapura expanded services by providing executive lounges
at a number of airports, namely: Terminal 1C CGK airport,
the Departure Hall at PNK airport and the Ground Floor of
the PLM airport. The Gapura Lounge offers comfort, a calm
environment, telephone facilities, wireless internet access,
as well as a selection of drinks and light snacks.
• Hospitality
Hospitality services or Passenger Service Assistant (PSA)
comprise of meet & greet assistance, check in assistance, visa
& immigration assistance, baggage claim assistance, customs
clearance assistance, limousine services, and international
events services. Arrival process, transit, or departure services
at the CGK, DPS, JOG and PNK airports are also provided.
The services were initially intended for passengers of Garuda
Indonesia, but it is now available for customers of other
international airlines (Korean Air, Japan Airlines) and 5-star
hotels (Shangri-La, Mulia, Mandarin, Hermitage) as well as other
corporate and individual customers. Gapura hospitality has
been incorporated into The Concierge Society of Indonesia.
• Learning Center
Gapura Learning Center has been upgraded into a business
unit that provides training to external parties in the field of
basic airport handling management, basic frontliner, grooming
& etiquette, aviation security, cargo and mail, dangerous
goods, and Ground Support Equipment (GSE) operator.
Graduates of Gapura’s Learning Center receive a certificate
and Personnel Proficiency Certification (STKP) from the
Ministry of Transportation, which is an official license to
work in airports and airlines.
03
Corporate ProfileManagement reportManagement Discussion & AnalysisBusiness ReportCorporate GovernanceCorporate Social responsibilityCorporate DataFinancial report
01
20 Gapura Angkasa • Laporan Tahunan 2015 Annual Report
Wilayah OperasiOperation Area
Aceh
Meulaboh
SabangLhokseumawe
Gunung Sitoli
Medan
Pinangsori
Padang
PekanbaruBengkulu
Jambi
Batam
Palembang
Tanjung Karang
Pangkal Pinang
Ketapang
Pangkalanbun
Jakarta (CGK)
Jakarta (HLP)
Bandung
Tanjung Pandan
Pontianak
Putusibau
Banjarmasin
Balikpapan
Mamuju
Makassar
Yogyakarta
SemarangSolo
SurabayaJember
Banyuwangi
Denpasar
LombokSumbawa
TambolakaLabuan Bajo
Bima
Jakarta (CGK)
Merupakan cabang Utama yang memiliki kapasitas untuk menangani pesawat dari semua type pesawat, baik wide body maupun narrow body, termasuk type pesawat A-380.Melayani 250 Flight/hari dari 18 customers. Ada empat customer untuk penerbangan domestic dan 14 untuk penerbangan international.
Main hub station capable of accomodating all types of wide-body and narrow-body aircraft, including the A-380. Handled 250 flights/day from 18 customers, 4 for domestic flights and 14 for international flights.
FlightPenerbangan250 Customers
Pelanggan18Denpasar (DPS)
Merupakan cabang yang mampu menangani pesawat wide body dan narrow body, kecuali type pesawat A-380.Melayani 96 Flight/hari dari 19 customers. Ada dua customer untuk penerbangan domestic dan 17 untuk penerbangan international.
Hub station capable of accomodating all types of wide-body and narrow-body aircraft except the A-380. Handled 96 flights/day from 19 customers, 2 for domestic flights and 17 for international flights.
FlightPenerbangan96 Customers
Pelanggan19
21Laporan Tahunan 2015 Annual Report • Gapura Angkasa
Pomalaa
Ende
Kupang
Bau bau
Ambon Langgur
SaumlakiMerauke
Jayapura
Sorong Manokwari
Biak
Luwuk
Manado
Surabaya (SUB)
Merupakan cabang yang mampu menangani pesawat wide body dan narrow body, kecuali type pesawat A-380.Melayani 96 Flight / hari dari 5 customers. Ada empat customer untuk penerbangan domestic dan satu untuk penerbangan international.
Hub station capable of accomodating all types of wide-body and narrow-body aircraft, except the A-380. Handled 45 flights/day from 5 customers, 4 for domestic flights and 1 for international flights.
FlightPenerbangan96 Customers
Pelanggan5
Medan (KNO)
Merupakan cabang yang mampu menangani pesawat wide body dan narrow body, kecuali type pesawat A-380.Melayani 51 Flight / hari dari 5 customers. Ada dua customer untuk penerbangan domestic dan tiga untuk penerbangan international.
Hub station capable of accomodating all types of wide-body and narrow-body aircraft, except the A-380. Handled 51 flights/day from 5 customers, 2 for domestic flights and 3 for international flights.
FlightPenerbangan51 Customers
Pelanggan5
Balikpapan (BPN)
Merupakan cabang yang mampu menangani pesawat wide body dan narrow body, kecuali type pesawat A-380.Melayani 35 Flight/hari dari 4 customers. Ada tiga customer untuk penerbangan domestic dan satu untuk penerbangan international.
Hub station capable of accomodating all types of wide-body and narrow-body aircraft except the A-380. Handled 35 flights/day from 4 customers, 3 for domestic flights and 1 for international flights.
FlightPenerbangan35
CustomersPelanggan4
Makassar (UPG)
Merupakan cabang yang mampu menangani pesawat wide body dan narrow body, kecuali type pesawat A-380.Melayani 56 Flight/hari dari 3 customers. Ada dua customer untuk penerbangan domestic dan satu untuk penerbangan international.
Hub station capable of accomodating all types of wide-body and narrow-body aircraft except the A-380. Handled 56 flights/day from 3 customers, 2 for domestic flights and 1 for international flights.
FlightPenerbangan56 Customers
Pelanggan3
Corporate ProfileManagement reportManagement Discussion & AnalysisBusiness ReportCorporate GovernanceCorporate Social responsibilityCorporate DataFinancial report
06
22 Gapura Angkasa • Laporan Tahunan 2015 Annual Report
Direktur Operasi(EVP Operation Services)
Head of Internal Auditor
Corporate Secretary
Head of Safety Security & Quality
Assurance
Admin & Financial Lead Auditor
Commercial & Operation Lead
Auditor
SM General Affair & Public Relation
SM Legal
SM Quality & Standardization
SM Aviation Safety & Security
VP Commercial Services
VP Operation Services
VP Maint & Eng Services
SM Contract
SM Customer Relation
SM Passenger Services
SM Baggage & Cargo Services
SM Ramp Operation Services
SM Maintenance
SM Engineering
SM Business Relationship
VP Financial Analysis & Budgeting
SM Fin Analysis & Management
Report
SM Budgeting
22 Gapura Angkasa • Laporan Tahunan 2015 Annual Report
Head of Inspector/Inspector
Safety Services & Quality
Struktur Organisasi per 5 Februari 2016
Organizational Structure as of 5 February, 2016
23Laporan Tahunan 2015 Annual Report • Gapura Angkasa
BOARD OF DIRECTOR
Direktur Keuangan(EVP Finance Services)
Direktur Utama(President & CEO)
VP Accounting & Risk Management
VP Treasury
SM Cash Management
SM Account Rec & Tax Management
SM Accounting
SM Asset & Risk Management
VP Human Capital VP ProcurementVP Corp Plan & IT
Support
SM HC Planning & Learning Dev
SM HC Admin Compensation &
Benefit
SM Corporate Culture
SM Outsourcing Management
SM Purchasing
SM Compliance
SM Strategic Planning
SM IT Support
SBU
Kantor Cabang (Branch Offices)
Kantor Perwakilan (Representative Offices)
Direktur Strategi & SDM(EVP Strategy & HC Services)
23Laporan Tahunan 2015 Annual Report • Gapura Angkasa
Struktur Organisasi per 5 Februari 2016
Organizational Structure as of 5 February, 2016
Corporate ProfileManagement reportManagement Discussion & AnalysisBusiness ReportCorporate GovernanceCorporate Social responsibilityCorporate DataFinancial report
06
24 Gapura Angkasa • Laporan Tahunan 2015 Annual Report
Profil Dewan KomisarisBoard of Commissioners Profile
Capt. Novianto Herupratomo Komisaris UtamaPresident Commissioner
Menjabat sebagai Komisaris Utama sejak 22 November 2013. Saat ini beliau juga menjabat sebagai Direktur Operasi PT Garuda Indonesia (Persero) Tbk.
Sebelumnya di Garuda Indonesia beliau menjabat VP Corporate Quality, Safety & Environment Management, VP Flight Safety, Aviation Security & Environment, GM Incident Management, GM Incident Investigation, Company Check Pilot Boeing 737 Strata III, GM Flight Standard, Manager Company Operating Procedure, Manager Technical, Pilot Boeing 737, Simulator Instructor Boeing 737, Captain Narrow Body, Senior Flight Offier Wide Body, Copilot DC-9, dan Junior Copilot DC-9. Memulai karir sebagai penerbang di Garuda Indonesia sejak 27 November 1981.
Novianto Herupratomo lahir di Malang 25 November 1959, lulusan Lembaga Pendidikan Perhubungan Udara (LPPU) Curug pada 1981.
Serves as President Commissioner since November 22, 2013. Concurrently, he serves as Operations Director at PT Garuda Indonesia (Persero) Tbk.
His previous positions with Garuda Indonesia were as VP Corporate Quality, Safety & Environment Management, VP Flight Safety, Aviation Security & Environment, GM Incident Management, GM Incident Investigation, Company Check Pilot Boeing 737 Strata III, GM Flight Standard, Manager Company Operating Procedure, Manager Technical, Pilot of Boeing 737, Simulator Instructor for Boeing 737, Captain Narrow Body, Senior Flight Officer Wide Body, Copilot DC-9, and Junior Copilot DC-9. He begin his career as a pilot with Garuda Indonesia since November 27, 1981.
Novianto Herupratomo was born in Malang on November 25, 1959, and graduated from the Air Transportation Educational Institute Curug in 1981.
25Laporan Tahunan 2015 Annual Report • Gapura Angkasa
Yushan Sayuti KomisarisCommissioner
Menjabat sebagai Komisaris sejak 22 November 2013. Saat ini beliau juga menjabat Direktur Operasi PT Angkasa Pura I (Persero).
Sebelumnya di TNI AU beliau menjabat Panglima Komando Operasi II berkedudukan di Makassar, Komandan Lanud Abdulrachman Saleh Malang, Komandan Polisi Militer, Kepala Dinas Survey dan Pemotretan Udara, Kepala Pusat Komando Pengendalian Markas Besar AU, Komandan Lanud Sulaiman Bandung, perwira di Sekolah Staf dan Komando Angkatan Udara, Komandan Skadron Udara 4, Instruktur Wing Pendidikan 1, dan perwira penerbang Skadron Udara 17.
Yushan Sayuti lahir di Pariaman 19 Maret 1952, lulusan Akademi Angkatan Udara pada 1976 dan Sekolah Penerbang TNI AU pada 1980.
Serves as Commissioner since November 22, 2013. Concurrently, he serves as Operations Director at PT Angkasa Pura I Persero).
A career officer in the Indonesian Air Force, his previous postings include as Commander in Chief Operations Command II at Makassar, Commander of Abdulrachman Saleh Airbase, Malang, Commander of Military Police, Head of Aerial Survey and Photography Bureau, Head of Control Command Center at Air Force Head Quarters, Commander of Sulaiman Airbase Bandung, officer at Air Force Staff and Command School, Commander of Squadron 4, Instructor at Flight School Wing 1, and Flight Officer at Squadron 17.
Yushan Sayuti was born in Pariaman on March 19, 1952, graduated from the Air Force Academy in 1976 and from the Air Force Flight School in 1980.
IGN Bambang Tjahjono KomisarisCommissioner
Menjabat sebagai Komisaris sejak 22 November 2013. Saat ini beliau juga menjabat Direktur Utama Perum LPPNPI (AirNav Indonesia).
Sebelumnya di Kementerian Perhubungan beliau menjabat Direktur Bandar Udara, Kepala Pusat Pendidikan Pelatihan Perhubungan Udara, Direktur Keselamatan Penerbangan, Sekretaris Direktorat Jenderal Perhubungan Udara, dan Kepala Administrasi Bandara Soekarno-Hatta.
IGN Bambang Tjahjono lahir di Semarang, 6 April 1955. Memperoleh gelar sarjana Planologi dari Institut Teknologi Bandung (ITB) pada 1980, dan gelar Magister Teknik Bandara (Airport Engineering) dari École Nationale des Travaux Publics de l’État (ENTPE) di Lyon, Perancis pada 1985.
Serves as Commissioner since November 22, 2013. Concurrently, he serves as President Director of Perum LPPNPI (AirNav Indonesia).
Previously he held a number of position at the Ministry of Transportation, includingas Director of Airports, Head of Air Transportation Training Center, Director of Flight Safety, Secretary Director General of Air Transportation, and Administration Head, Soekarno-Hatta Airport.
IGN Tjahjono was born in Semarang on April 6, 1955. Obtained a Bachelor degree in Planology from Institut Teknologi Bandung (ITB) in 1980, and a Master degree in Airport Engineering from École Nationale des Travaux Publics de l’État (ENTPE), Lyon, France, in 1985.
Corporate ProfileManagement reportManagement Discussion & AnalysisBusiness ReportCorporate GovernanceCorporate Social responsibilityCorporate DataFinancial report
06
26 Gapura Angkasa • Laporan Tahunan 2015 Annual Report
Bintang Hidayat KomisarisCommissioner
Menjabat sebagai Komisaris sejak 28 April 2015. Pada 12 Januari 2016 beliau menjabat sebagai Kasubdit Litbang Perhubungan Udara.
Sebelumnya di Kementerian Perhubungan beliau menjabat Kepala Otoritas Bandara Wilayah I – Bandara Soekarno-Hatta, Direktur Bandar Udara, Kepala Otoritas Bandara Wilayah IV – Bandara Ngurah Rai, Kepala Bagian Perencanaan Perhubungan Udara, Kepala Sub Direktorat Sistem & Standarisasi Pelayanan Direktorat Angkutan Udara, dan Kepala Sub Direktorat Program Bandara. Bintang Hidayat lahir di Purwokerto, 5 Mei 1967. Memperoleh gelar Sarjana Teknik Arsitektur dari Universitas Diponegoro Semarang pada 1987.
Serves as Commissioner since April 28, 2015. As of January 12, 2016, he concurrently hold the position of Head of Air Transportation R&D Sub-Directorate.
Previously at the Ministry of Transportation he served as Head of Airport Authority Region I - Soekarno-Hatta Airport, Director of Airports, Head of Airport Authority Region IV - Ngurah Rai Airport, Head of Air Transportation Planning Section, Head of System & Service Standardization Sub-Directorate, Air Transportation Directorate, and Head of Airport Program Sub-Directorate.
Bintang Hidayat was born in Purwokerto on May 5, 1967. Obtained a Bachelor degree in Architecture from Universitas Diponegoro, Semarang in 1987.
Ituk Herarindri Komisaris Commissioner
Menjabat sebagai Komisaris sejak 28 Oktober 2015. Saat ini beliau juga menjabat sebagai Direktur Airport Services dan Facility PT Angkasa Pura II (Persero).
Sebelumnya di PT Kereta Api Indonesia sebagai Vice President of Customer Care serta Advisor of Commercial Director for Contact Center & Customer Services, Managing Director PT Inasti Mitra Solusi Consultant. Di PT Indosat, Tbk pernah menjabat sebagai Head of Internal Communication, Manager Training Operation dan Branch Manager of Area Jakarta Barat, Jakarta Pusat & Tangerang. Di PT Satelindo pernah menjabat sebagai Manager Revenue Assurance, Customer Service & Loyalty Customers of Jabodetabek, Supervisor of VIP Services & Retention of Jabodetabek Region, Supervisor of National Call Center VIP Services dan Supervisor of Walk in Services/Galeri. Juga menjabat sebagai Vice Chairman di ORCA Diving School.
Ituk Herarindri lahir di Yogyakarta, 15 Agustus 1965. Memperoleh gelar sarjana Ekonomi dari Universitas Surabaya.
Serves as Commissioner since October 28, 2015. Concurrently, she serves as Director of Airport Services and Facility at PT Angkasa Pura II (Persero).
Her previous positions include as Vice President of Customer Care and Advisor to Commercial Director for Contact Center & Customer Service with PT Kereta Api Indonesia, Managing Director of PT Inasti Solusi Consultant, Head of Internal Communications, Manager Training Operation, and Branch Manager of West jakarta, Central jakarta and Tangerang Area with PT Indosat, Manager Revenue Assurance, Customer Service & Loyalty Customers of Jabodetabek Region, Supervisor of VIP Services & Retention of Jabodetabek region, Supervisor of national Call Center VIP Services and Supervisor of Walk-In Services/Gallery with PT Satelindo. She had also served as Vice Chairman at ORCA Diving School.
Ituk Herarindri was born in Yogyakarta on August 15, 1965. Obtained a Bachelor degree in Economics from Universitas Surabaya (Ubaya).
27Laporan Tahunan 2015 Annual Report • Gapura Angkasa
Profil Direksi Board of Directors Profile
Agus Priyanto Direktur UtamaPresident & CEO
Menjabat sebagai Direktur Utama sejak 19 Desember 2013.
Sebelumnya berkarier di PT Garuda Indonesia (Persero) Tbk dengan jabatan terakhir sebagai Direktur Komersial. Posisi lain yang pernah dijabat di Garuda Indonesia antara lain adalah GM untuk Jerman, Italia & Spanyol, VP Revenue Management, AM untuk Australia & Selandia Baru, GM untuk Swiss, Deputy AM untuk Asia, GM untuk Brunei Darussalam, dan GM untuk Skandinavia & Finlandia. Selain itu beliau pernah menjabat sebagai Komisaris PT Aerowisata, Komisaris PT Gapura Angkasa, serta Komisaris Utama PT Abacus Distribution Systems Indonesia.
Agus Priyanto lahir di Lubuk Pakam, 15 Agustus 1958. Meraih gelar Sarjana Ekonomi dari Universitas Jenderal Soedirman, Purwokerto pada 1984, dan menyelesaikan program AMDP (Airlines Management Development Program) IATA di Jenewa pada 2000..
Serves as President Director since December 19, 2013.
Previously, he had a career with PT Garuda Indonesia (Persero) Tbk with his latest position as Commercial Director. Other positions served during his time with garuda Indonesia include as GM for Germany, Italy & Spain, VP Revenue Management, AM for Australia & New Zealand, GM for Switzerland, Deputy AM for Asia, GM for Brunei Darussalam, and GM for Scandinavia & Finland. He has also served as Commissioner at PT Aerowisata, Commissioner at PT Gapura Angkasa, and President Commissioner at PT Abacus Distribution Systems Indonesia.
Agus Priyanto was born in Lubuk Pakam on August 15, 1958. Obtained a Bachelor degree in Economics from Universitas Jenderal Soedirman, Purwokerto, in 1984, and completed the AMDP (Airlines Management Development Program) IATA program in Geneva in 2000.
Corporate ProfileManagement reportManagement Discussion & AnalysisBusiness ReportCorporate GovernanceCorporate Social responsibilityCorporate DataFinancial report
06
28 Gapura Angkasa • Laporan Tahunan 2015 Annual Report
Sucipto Direktur Operasi EVP Operation Services
Mengawali karir sebagai Mekanik dan Operator GSE PT Garuda Indonesia Surabaya tahun 1982 kemudian ke Garuda Maintenance Facility di Jakarta sebagai Engineer, Manager Engineering Project, Senior Manager Engineering Procurement sebelum berpindah ke Gapura Angkasa sebagai Vice President Operations, VP Facility, GM Soekarno-Hatta Airport, GM Ngurah Rai Bali, dan VP Corporate Secretary.
Menyandang gelar sebagai Sarjana Teknik Mesin dan Magister Manajemen Air Transportation ini juga pernah mengikuti berbagai training di dalam maupun diluar negeri: Aircraft Engines di Rolls Royce UK, General Electric USA, Station Handling Management Course IATA Switzerland.
Began his career in 1982 as a GSE Mechanic and Operator with PT Garuda Indonesia in Surabaya, before moving to Garuda Maintenance facility in Jakarta to serve as Engineer, Manager Engineering Project, and Senior Manager Engineering Procurement, and eventually moved to Gapura Angkasa serving as VP Operations, VP Facility, GM Soekarno-Hatta Airport, GM Ngurah Rai Bali, and VP Corporate Secretary.
He holds a Bachelor degree in Mechanical Engineering and a Master in Air Transportation Management, and has also participated in various domestic and overseas training including training on Aircraft Engines with Rolls Royce UK and General Electric USA, and Station Handling Management Course with IATA Switzerland.
Eko Diantoro Direktur Strategi & SDM EVP Strategy and Human Capital Services
Menjabat sebagai Direktur Strategi dan SDM sejak 28 Oktober 2015.
Sebelumnya berkarier di PT Angkasa Pura II (Persero) dengan jabatan terakhir sebagai Sekretaris Perusahaan. Posisi lain yang pernah dijabat di Angkasa Pura II adalah sebagai Deputi bidang Komersial Bandara Soekarno-Hatta, GM Bandara Sultan Mahmud Badaruddin II Palembang, GM Bandara Husein Sastranegara Bandung, Investory & Fixed Asset Manager, dan Organization & Job Evalution Manager.
Eko Diantoro lahir di Tanjung Pinang 31 Januari 1960. Memperoleh gelar Sarjana Administrasi Negara dari UNIS Tangerang.
Serves as Strategy & Human Capital Director since October 28, 2015.
Previously had a career with PT Angkasa Pura II (Persero) with his last position as Corporate Secretary. Other positions held during hsi time with Angkasa Pura II include as Deputy Commercial at Soekarno-Hatta Airport, GM Sultan Mahmud Badaruddin II Airport, Palembang, GM Husein Sastranegara Airport, Bandung, Investory & Fixed Asset Manager, and Organization & Job Evalution Manager.
Eko Diantoro was born in Tanjung Pinang on January 31, 1960. Obtained a Bachelor degree in State Administration from UNIS Tangerang.
29Laporan Tahunan 2015 Annual Report • Gapura Angkasa
Ester Siahaan Direktur Keuangan EVP Finance Services
Menjabat sebagai Direktur Keuangan sejak 28 Oktober 2015.
Sebelumnya berkarier di PT Garuda Indonesia (Persero) Tbk sejak tahun 1993 dengan jabatan terakhir sebagai VP Financial Analysis, setelah sebelumnya menjabat antara lain sebagai SM Financial Analysis, SM Finance SBU Citilink, Manager Financial Planning, HRD Project Coordinator SBU Citilink, dan Manager System and Procedure. Selain itu beliau pernah menjabat sebagai Komisaris PT Aerotrans.
Ester Siahaan lahir di Jakarta, 25 Januari 1969. Memperoleh gelar Sarjana Ekonomi dari Universitas Padjajaran Bandung pada 1992, dan Magister Manajemen Transportasi Udara dari Universitas Indonesia pada 1996.
Serves as Finance Director since October 28, 2015.
Previously had a career with PT garuda Indonesia (Persero) Tbk since 1993, with her last position as VP Financial Analysis, following prior postings as, among others, SM Financial Analysis, SM Finance SBU Citilink, Manager Financial Planning, HRD Project Coordinator SBU Citilink, and Manager System and Procedure. In addition, she has also served as Commissioner at PT Aerotrans.
Ester Siahaan was born in Jakarta on January 25, 1969. Obtained a Bachelor degree in Economics from Universitas Padjadjaran Bandung in 1992, and a Master degree in Air Transportation Management from Universitas Indonesia in 1996.
Corporate ProfileManagement reportManagement Discussion & AnalysisBusiness ReportCorporate GovernanceCorporate Social responsibilityCorporate DataFinancial report
06
30 Gapura Angkasa • Laporan Tahunan 2015 Annual Report
Komposisi Pemegang SahamShareholders Composition
➢PT. Garuda Indonesia (Persero) Tbk. memilki saham sebesar 1.263.360 (Satu Juta Dua Ratus Enam Puluh Tiga Ribu Tiga Ratus Enam Puluh) saham Perseroan atau 58,75%.
➢PT. Garuda Indonesia (Persero) Tbk. owned 1,263,360 (One Million Two Hundred Sixty Three Thousand and Three Hundred Sixty) Company’s shares or 58.75%.
Million
1,263
PT. Angkasa Pura II (Persero) memilki saham sebesar 672.000 (Enam Ratus Tujuh Puluh Dua Ribu) saham Perseroan atau 31,25%.
➢PT. Angkasa Pura II (Persero) owned 672,000 (Six Hundred and Seventy Two Thousand) Company’s Share or 31,25%.
Thousand
672
PT. Angkasa Pura I (Persero) memilki saham sebesar 215.040 (Dua Ratus Lima Belas Ribu Empat Puluh) saham Perseroan atau 10%.
➢PT. Angkasa Pura I (Persero) owned 215,040 (Two Hundred and FifteenThousand and Fourty) Company’s shares or 10%.
Thousand
215
2015
10%
58.75%
31.25%
31Laporan Tahunan 2015 Annual Report • Gapura Angkasa
Penghargaan dan SertifikasiAwards and Certifications
1. International Air Transport Association
IATA Safety Audit for Ground Operations (ISAGO) 2015 untuk Bandara Soekarno-Hatta (CGK)
IATA Safety Audit for Ground Operations (ISAGO) 2015 for Soekarno-Hatta International Airport (CGK)
2. International Air Transport Association
IATA Safety Audit for Ground Operations (ISAGO) 2015 for Ngurah Rai Internatiional Airport (DPS)
IATA Safety Audit for Ground Operations (ISAGO) 2015 untuk Bandara Ngurah Rai (DPS)
3. Korean Air Penghargaan “Penyedia Pelayanan
Berkualitas Terbaik” di Asia Tenggara Certificate of “Highest Quality Service
Provider” in South East Asia
4. Japan Airlines Penghargaan “tidak ada insiden di ramp
selama 19 Tahun” Commendation “No Ramp Incident for
Nineteen Years”
1
3
4
2
Corporate ProfileManagement reportManagement Discussion & AnalysisBusiness ReportCorporate GovernanceCorporate Social responsibilityCorporate DataFinancial report
06
32 Gapura Angkasa • Laporan Tahunan 2015 Annual Report
Maret
23 Maret
Peresmian Gapura Learning Center di lokasi pertama di Gedung Garuda Lt.6, Jl. Gunung Sahari Raya No. 52, Jakarta Pusat sebagai upaya membina tenaga yang terdidik dan terampil secara terstruktur dan berkelanjutan dan memenuhi persyaratan.
The official launch of the first Gapura Learning Center facility at Gedung Garuda Lt.6, Gunung Sahari Road No. 52, Central Jakarta, as part of sustained and structured efforts to develop skilled and competent people.
Stasiun CGK mendapatkan apresiasi “The Best Handler Award – Year 2014” untuk South East Asia dari Korean Air Lines (KE) yang diserahkan kepada Direktur Utama oleh General Manager KE.
CGK Station was awarded with “The Best Handler Award - Year 2014” in South East Asia region from Korean Air Lines (KE), presented to the President Director by the General Manager of KE.
Peristiwa Penting 20152015 Event Highlights
05
28 Maret
Gapura ikut mendukung kampanye switch off “Earth Hour 2015” Garuda Indonesia sebagai salah satu bentuk kepedulian terhadap pelestarian alam dan lingkungan, serta perwujudan komitmen kepada pengurangan dampak perubahan iklim.
Gapura supported Garuda Indonesia’s “2015 Earth Hour” as a form of awareness on environmental conservation, and commitment towards reducing the impact of climate change.
28 – 30 APRIL
Stasiun UPG mengadakan kegiatan refresh Training English Skyteam Garuda Indonesia.
UPG Station held refreshment sessions of English Training of Skyteam Garuda Indonesia.
33Laporan Tahunan 2015 Annual Report • Gapura Angkasa
01 Mei
Stasiun DPS melayani penerbangan perdana (inaugural fight) pelanggan baru Tiger Air (TR) rute SIN-DPS pp 2x per hari.
DPS Station served the inaugural fight of a new customer, Tigerair (TR), on the SIN-DPS route 2x per day.
08 Juni
Stasiun CGK dan Kantor Pusat pada 8-12 Juni 2015 melaksanakan renewal audit ISAGO (IATA Safety Audit for Ground Operations) oleh auditor dari IATA (Turkish Airlines) untuk masa berlaku tahun 2015 – 2017.
CGK Station and head office on June 8 to June 12 June 2015 undertook the renewal audit of its ISAGO (IATA Safety Audit for Ground Operations) certification by IATA auditors (Turkish AIrlines) for the period 2015–2017.
07 Mei
Penerapan brand color scheme Gapura yang baru di Ground Service Equipments (GSE) di stasiun HLP yang diaplikasikan pada peralatan ATN, GPU, BCL, LST, WST, PBS, MPS, BTT, ACU dan ASU.
Implementation of the new color scheme of Gapura for Ground Service Equipment (GSE) units at HLP Staion forATN, GPU, BCL, LST, WST, PBS, MPS, BTT, ACU and ASU equipments.
12 21APRIL APRIL
Stasiun DPS secara rutin mengadakan “Ramp Safety Campaign“ untuk meningkatkan kesadaran atas keselamatan, keamanan dan kenyamanan serta meminimalisasi insiden dan kecelakaan.
DPS Station routinely organized the “Ramp Safety Campaign“ in order build employee awareness on safety, security and comfort as well as in minimizing possible incidents and accidents.
Stasiun HLP melayani penerbangan VVIP dari para kepala negara Asia dan Afrika yang datang menghadiri peringatan 60 Tahun Konferensi Asia Afrika di Jakarta dan Bandung.
HLP Station handled the VVIP flights of head of states from Asia and Africa countries arriving at the station for the 60th Anniversary of Asia-Africa Conference in Jakarta dan Bandung.
Corporate ProfileManagement reportManagement Discussion & AnalysisBusiness ReportCorporate GovernanceCorporate Social responsibilityCorporate DataFinancial report
06
34 Gapura Angkasa • Laporan Tahunan 2015 Annual Report
23
15
Juni
Juli
Juni
Untuk pertama kalinya Cabang SUB handling pesawat Boeing 787 Dreamliner Royal Brunei Airlines.
The SUB Branch handled its first Boeing 787 Dreamliner aircraft belonging to Royal Brunei Airlines.
Penggunaan perdana GSE dengan livery baru untuk melayani penerbangan VVIP di stasiun HLP.
GSE units with the new livery of Gapura were introduced for the VVIP flights at HLP Station.
Stasiun DPS melaksanakan renewal audit ISAGO (IATA Safety Audit for Ground Operations) oleh auditor dari IATA (Qatar Airways) pada 16-19 Juni 2015 untuk masa berlaku tahun 2015 – 2017.
DPS Station on June 16 to June 19, 2015, undertook the renewal audit of its ISAGO (IATA Safety Audit for Ground Operations) certification by IATA auditors (Qatar Airways) for the period 2015–2017.
21 Agustus
Pelayanan Penerbangan Haji Jama’ah Indonesia tahun 2015/1326H di cabang HLP. Selain Cabang HLP Gapura juga melayani penerbangan di embarkasi UPG, KNO, BPN, BTJ, BDJ, SOC, LOP dan PDG (Garuda Indonesia) serta PLM (Garuda Indonesia dan Saudi Airline).
First flight service of Indonesian Hajj Pilgrims of 2015/1326H season in HLP branch. Besides HLP, Gapura also serves flight embarkations in UPG, KNO, BPN, BTJ, BDJ, SOC, LOP and PDG (Garuda Indonesia) and PLM (Garuda Indonesia and Saudi Airline).
16
35Laporan Tahunan 2015 Annual Report • Gapura Angkasa
09 Oktober
Penerbangan perdana (inaugural flight) Thai Airways (TG) dengan armada paling mutakhir Boeing 787 Dreamliner di stasiun DPS untuk rute BKK-DPS pp.
The inaugural flight of Thai Airways (TG) latest jet, the Boeing 787 Dreamliner, at DPS Station on the BKK-DPS vv route.
11 Desember
Gapura mendapatkan penghargaan dari Garuda UPG atas jasanya mencegah tabrakan/near hit antara pesawat penerbangan haji GA dengan pesawat JT.
Gapura received an appreciation from Garuda Indonesia UPG for performance in preventing a near-hit incident between GA hajj aircraft and a JT aircraft.
12 November
Stasiun HLP melayani penerbangan VVIP dengan menampilkan branding perusahaan yang baru baik logo maupun colour scheme.
HLP Station served the VVIP flight which also exposes the new logo and color scheme of Gapura to international exposure.
15 08September Oktober
Peresmian penggunaan GSE generasi baru di stasiun CGK oleh Direktur Utama antara lain ATW (Aircraft Towing Tractor) untuk pesawat berbadan lebar yang ramah lingkungan dengan teknologi mesin Euro 3.
Launching ceremony of new-generation GSE units at CGK Station by the President Director, which include the ATW tractor with eco-friendly Euro 3 compliant engine for wide-body aircraft.
Kick-off ground handling Operation Control System (OCS) yang diterapkan pertama kali di stasiun CGK dan akan dilanjutkan di Cabang Hub lainnya guna meningkatkan layanan melalui leading indicator serta efektifitas dan efisiensi operasional.
Kick-off for the implementation of ground handling Operation Control System (OCS) which will be implement first in CGK Station and other hub braches later on, to improve services through the leading indicators and the effectiveness and operational efficiency.
Corporate ProfileManagement reportManagement Discussion & AnalysisBusiness ReportCorporate GovernanceCorporate Social responsibilityCorporate DataFinancial report
02
Laporan Manajemen
Management Report
37Laporan Tahunan 2015 Annual Report • Gapura Angkasa
Laporan Dewan Komisaris
Profil Dewan Komisaris
Laporan Direksi
Profil Direksi
Board of Commissioners' Report Board of Commissioners’ ProfilesBoard of Directors’ ReportBoard of Directors’ Profiles
12
14
15
16
Berbagai pencapaian tahun 2015 merupakan hasil dari
implementasi program transformasi bisnis kami dan terus
berlanjut secara bertahap hingga Gapura menjadi perusahaan
ground handling dengan kualitas layanan kelas dunia.
The various achievements in 2015 were the result of the implementation of our business transformation program, which will continue further in stages towards our vision to become a ground handling company with world-class services.
Corporate ProfileManagement reportManagement Discussion & AnalysisBusiness ReportCorporate GovernanceCorporate Social responsibilityCorporate DataFinancial report
02
38 Gapura Angkasa • Laporan Tahunan 2015 Annual Report
Corporate ProfileManagement reportManagement Discussion & AnalysisBusiness ReportCorporate GovernanceCorporate Social responsibilityCorporate DataFinancial report
02
38 Gapura Angkasa • Laporan Tahunan 2015 Annual Report
Laporan Dewan KomisarisReport from the Board of Commissioners
39Laporan Tahunan 2015 Annual Report • Gapura Angkasa 39Laporan Tahunan 2015 Annual Report • Gapura Angkasa
Pertama-tama izinkan saya mengucap puji syukur
kehadirat Tuhan YME yang atas berkat-Nya telah
membimbing perjalanan Gapura pada tahun 2015
dengan hasil pencapaian kinerja yang baik.
Berbagai pencapaian pada tahun 2015 ini semakin
mendekatkan Gapura dengan sasaran Gapura
untuk menjadi perusahaan ground handling dengan
kualitas layanan kelas dunia (world-class service)
sebagai hasil program transformasi bisnis yang
diterapkan sejak tahun 2014.
Penilaian atas Kinerja Direksi
Dewan Komisaris memberikan apresiasi yang
tinggi atas kinerja Direksi secara keseluruhan
dalam memimpin jalannya Perseroan selama tahun
2015. Pada sisi kinerja keuangan, Gapura berhasil
membukukan pendapatan usaha Rp 1.319 miliar
pada tahun 2015, meningkat 9% dibandingkan
pendapatan usaha pada tahun 2014, sementara
laba komprehensif mencapai Rp 53,79 miliar, atau
meningkat 54% dari laba komprehensif Rp 34,82
miliar pada tahun 2014.
I would like to first of all give praise for the grace
and blessings of God the Almighty, that by His
guidance Gapura was able to end the year 2015
with a satisfactory performance.
With the achievements in 2015, Gapura is moving
ever closer to its aspiration to become a ground
handling company with world-class services, as a
result of the business transformation program that
has been ongoing since 2014.
Assessment on Directors Performance
The Board of Commissioners would like to commend
on the performance of the Board of Directors in the
management of the Company during 2015. In terms
of financials, Gapura posted an increase of 9% in
operating revenues over 2014 to reach Rp 1,319
billion in 2015. Comprehensive income meanwhile
amounted to Rp 53.79 billion, an increasse of 54%
over comprehensive income of Rp 34,82 recorded
in 2014.
Pemegang saham dan pemangku kepentingan yang terhormat,
Esteemed Shareholders and Stakeholders,
Corporate ProfileManagement reportManagement Discussion & AnalysisBusiness ReportCorporate GovernanceCorporate Social responsibilityCorporate DataFinancial report
02
40 Gapura Angkasa • Laporan Tahunan 2015 Annual Report
Dalam sisi operasional, Direksi juga berhasil meningkatkan
beberapa parameter kinerja dan keselamatan, antara lain
produksi ground handling yang meningkat 8% dari 255.350
flight di tahun 2014 menjadi 276.575 flight pada akhir 2015,
serta tingkat accident ratio yang menurun dari 0.05% pada
tahun 2014 menjadi 0,025% pada tahun 2015.
Dewan Komisaris memberi dukungan dan penghargaan kepada
manajemen yang telah menyusun rencana transformasi bisnis
perusahaan serta melaksanakan rencana tersebut pada tahun
2015 melalui berbagai program kerja bertumpu pada lima
pilar pendorong yaitu People, Process, Premises, Brand, dan
Technology. Kerja sama yang solid dan terpadu diantara seluruh
jajaran karyawan adalah kunci keberhasilan implementasi
program transformasi bisnis, yang akan terus dijalankan secara
bertahap di tahun-tahun mendatang.
Pandangan atas Prospek Usaha yang Disusun
Direksi
Dewan Komisaris telah membahas dan menelaah Rencana
Kerja dan Anggaran Perusahaan (RKAP) untuk tahun 2016
yang disusun oleh Direksi, yang kemudian telah pula disetujui
oleh para Pemegang Saham dalam Rapat Umum Pemegang
Saham pada tanggal 28 Oktober 2015.
Dewan Komisaris berpendapat bahwa program kerja serta
target yang ditetapkan dalam RKAP 2016 tersebut telah
mencerminkan prospek usaha dan potensi pertumbuhan Gapura
secara realistis, mengingat prediksi terkait perkembangan
kondisi perekonomian Indonesia dan khususnya industri aviasi
domestik, pada tahun 2016. Lebih lanjut, program kerja Direksi
untuk tahun 2016 masih tetap konsisten dengan rencana
jangka panjang yang telah disusun pada tahun 2014 dalam
rangka transformasi Gapura di berbagai bidang.
Jika menilik kinerja dan pencapaian Direksi sepanjang tahun
2015, Dewan Komisaris percaya bahwa dengan dukungan
seluruh pemangku kepentingan, dan terutama kontribusi
jajaran karyawan Gapura, maka Direksi akan berhasil
merealisasikan atau bahkan melampaui target-target yang
tercantum dalam RKAP 2016 tersebut.
In terms of operations, the Board of Directors has also
improved on a number of performance and safety parameters.
These include ground handling production that grew by 8%
from 255,350 flights in 2014 to 276,575 flights during 2015,
as well as the level of accident ratio that declined from 0.05%
in 2014 to 0.025% in 2015.
The Board of Commissioners acknowledge the formulation
of the Company’s business transformation agenda by the
Management, and its successful execution throughout
2015 via a number of work programs on the basis of the
five success drivers, namely People, Process, Premises,
Brand, and Technology. Solid teamwork among all company
employees was key to the effective execution of the business
transformation program, which will continue in stages in the
next several years.
Opinion on the Business Plan of the Directors
The Board of Commissioners has discussed and reviewed
the Company Work Plan and Budget (RKAP) for 2016 that
were formulated by the Board of Directors, and subsequently
approved by Shareholders in the Shareholder General Meeting
on October 28, 2015.
On the opinion of the Board of Commissioners, the work
programs and targets as set out in RKAP 2016 are indicative of
Gapura’s business prospects and growth potential, after taking
into consideration predictions on developments of Indonesia’s
economy and particularly its aviation industry, for the year
2016. Furthermore, the Directors’ work programs in 2016
remain consistent within the overall progression of the long-
term strategic plan established in 2014 for the transformation
of Gapura in various aspects.
Judging from the performance and achievements of the Board
of Directors in 2015, the Board of Commissioners is confident
that, with the support of all stakeholders and especially the
employees of Gapura, the Board of Directors will be able to
achieve and even to surpass the targets set in RKAP 2016.
41Laporan Tahunan 2015 Annual Report • Gapura Angkasa
Fungsi Pengawasan Dewan Komisaris
Sepanjang tahun 2015, Dewan Komisaris telah menjalankan
tugasnya mengawasi dan memberikan nasihat kepada
Direksi terkait dengan pengelolaan bisnis dan operasional di
Perseroan. Fungsi pengawasan tersebut telah berlangsung
efektif melalui mekanisme rapat internal Dewan Komisaris
serta rapat gabungan Dewan Komisaris dan Direksi sepanjang
tahun 2015. Selain melakukan pengawasan pada bidang
operasional dan pelayanan serta risk management, Dewan
Komisaris juga telah melakukan audit melalui aktivitas Komite
Audit, yang telah berlangsung dengan baik sesuai program
kerja yang disusun untuk tahun 2015.
Terlaksananya fungsi pengawasan Dewan Komisaris yang
efektif merupakan cerminan dari mekanisme Tata Kelola
Perusahaan yang baik (Good Corporate Governance/GCG) yang
dilingkungan di Gapura.
Terkait dengan investasi dan modernisasi peralatan GSE
sebagai penerapan program transformasi bisnis Perseroan,
Dewan Komisaris senantiasa memberi arahan kepada Direksi
agar investasi dilakukan dengan perencanaan yang matang
dan mengedepankan prinsip kehati-hatian.
Perubahan Komposisi Dewan Komisaris
Melalui Akta Pernyataan Keputusan Pemegang Saham di
Luar RUPS No. 24 tanggal 28 April 2015 telah diberhentikan
dengan hormat Bapak Rinaldo Azis sebagai anggota Dewan
Komisaris dan digantikan oleh Bapak Bintang Hidayat.
Dewan Komisaris menyampaikan terima kasih dan penghargaan
kepada Rinaldo Azis atas sumbangan tenaga dan pemikirannya
selama menjabat sebagai anggota Dewan Komisaris.
Pada Rapat Umum Pemegang Saham (RUPS) tanggal 28
Oktober 2015 telah diangkat Ibu Ituk Hendarindri sebagai
anggota Dewan Komisaris independen yang baru. Kami
menyambut gembira kehadiran Ibu Ituk Hendarindri dalam
Dewan Komisaris dengan keahlian dan pengalaman beliau
yang akan memperkuat fungsi pengawasan Dewan Komisaris.
Board of Commissioners Supervisory Function
Throughout 2015, the Board of Commissioners has carried
out its duties in providing supervision and advice to the Board
of Directors regarding the management and operations of
the Company. The Board’s supervisory function has been
effectively carried out throughout 2015 via internal Board
meetings as well as joint meetings with the Board of Directors.
In addition to supervising areas of operations, services and risk
management, the Board of Commissioners, has also conducted
an audit, undertaken through the activities of the Audit
Committee which has completed its work program for 2015.
The effective execution of the supervisory function of the
Board of Commissioners reflects well on the workings of Good
Corporate Governance (GCG) mechanism at Gapura.
In regards the investment on, and the modernization of, our
GSE units as part of the implementation of transformation
program, the Board of Commissioners provides directions to
the Directors that the investment should be carefully planned
with prudence foremost.
Changes in the Board of Commissioners
Through Deed No. 24 of Shareholders Decision Outside the
General Meeting dated April 28, 2015, Mr. Rinaldo Azis has
been honourably dismissed from his position as Commissioner,
and replaced by Mr. Bintang Hidayat.
The Board of Commissioners would like to convey its
appreciation to Rinaldo Azis for his contributions during his
term of office as member of the Board of Commissioners.
In the General Meeting of Shareholders on October 28, 2015,
Ms. Ituk Hendarindri has been appointed to serve as the new
independent Commissioner in the Board. In welcoming Ms. Ituk
Hendarindri, we expect that her expertise and experience will
contribute to a better supervisory function by the Board of
Commissioners.
Corporate ProfileManagement reportManagement Discussion & AnalysisBusiness ReportCorporate GovernanceCorporate Social responsibilityCorporate DataFinancial report
02
42 Gapura Angkasa • Laporan Tahunan 2015 Annual Report
Capt. Novianto HerupratomoKomisaris Utama
President Commissioner
Penutup
Menutup sambutan singkat ini, saya atas nama Dewan
Komisaris PT Gapura Angkasa menyampaikan penghargaan
yang setinggi-tingginya kepada para Pemegang Saham, mitra
usaha dan pemangku kepentingan lainnya atas kepercayaan
dan dukungannya, serta terima kasih yang tulus kepada Direksi,
jajaran manajemen dan seluruh karyawan Gapura atas dedikasi
dan kerja keras mereka demi kemajuan Perseroan.
Closing Words
In closing, and on behalf of the Board of Commissioners of PT
Gapura Angkasa, I would like to extend the highest appreciation
to the Shareholders, business partners and other stakeholders
for their confidence and support. Also a heartfelt thanks to the
Board of Directors, the management and staff of Gapura for
their dedication and hard work towards the progress of Gapura.
43Laporan Tahunan 2015 Annual Report • Gapura Angkasa 43Laporan Tahunan 2015 Annual Report • Gapura Angkasa
Yushan Sayuti Komisaris
Commissioner
Ituk Herarindri Komisaris
Commissioner
Novianto Herupratomo Komisaris Utama
President Commissioner
IGN Bambang Tjahjono
KomisarisCommissioner
Bintang Hidayat Komisaris
Commissioner
Dari kiri ke kanan
From left to right
Dewan KomisarisBoard of Commissioners
Corporate ProfileManagement reportManagement Discussion & AnalysisBusiness ReportCorporate GovernanceCorporate Social responsibilityCorporate DataFinancial report
02
44 Gapura Angkasa • Laporan Tahunan 2015 Annual Report
Corporate ProfileManagement reportManagement Discussion & AnalysisBusiness ReportCorporate GovernanceCorporate Social responsibilityCorporate DataFinancial report
02
Laporan DireksiReport from the Board of Directors
44 Gapura Angkasa • Laporan Tahunan 2015 Annual Report
45Laporan Tahunan 2015 Annual Report • Gapura Angkasa
Marilah kita memanjatkan puji syukur ke hadirat
Allah SWT, Tuhan YME, karena atas ridho-Nya,
Gapura mengakhiri tahun 2015 dengan baik dan
mencapai peningkatan kinerja yang baik.
Berbagai pencapaian tahun 2015 merupakan hasil
dari implementasi program transformasi bisnis yang
kami canangkan sejak tahun 2014, dan akan terus
berlanjut secara bertahap hingga Gapura mampu
menjadi perusahaan ground handling dengan
kualitas layanan kelas dunia (world-class services).
Analisis Kinerja Perusahaan Tahun 2015
Pada tahun 2015, pertumbuhan perekonomian
Indonesia tercatat 4,7% atau lebih lambat
dibandingkan pertumbuhan 5,2% pada tahun
sebelumnya. Perlambatan ini antara lain dikarenakan
masih terpuruknya harga-harga komoditas global
serta berlanjutnya tekanan terhadap nilai tukar
Rupiah.
Dalam pada itu, data dari Badan Pusat Statistik
(BPS) menunjukkan bahwa dalam periode Januari -
Oktober 2015, jumlah penumpang angkutan udara
di Indonesia tercatat sebanyak 67,46 juta orang,
meningkat 12,75% dibandingkan periode yang
sama tahun 2014. Angka-angka tersebut dapat
menjadi indikasi dari dinamika pasar industri ground
handling di Indonesia pada tahun 2015.
With praise and gratitude for the blessings and
guidance of God the Almighty, Gapura was able
to end the year 2015 in good form and with a
satisfactory improvements in performance.
The various achievements in 2015 were the
result of the implementation of our business
transformation program in place since 2014, which
will continue further in stages towards our vision
for Gapura to become a ground handling company
with world-class services.
Analysis of Company Performance in
2015
In 2015, Indonesia’s economy grew by 4.7%,
slowing down from a growth of 5.2% recorded in
the previous year. Among factors contributing
to this economic slowdown were the continuing
decline in global commodities prices and pressure
on the Rupiah exchange rate.
Meanwhile, data from the Central Bureau of
Statistics (BPS) showed that in the January - October
2015 period, the number of air transportation
passengers in Indonesia increased to 67.46 million
pax, or 12.75%, compared to the corresponding
period in 2014. These figures are indicative of the
market dynamics for Indonesia’s ground handling
industry in 2015.
Pemegang saham dan pemangku kepentingan yang terhormat,
Esteemed Shareholders and Stakeholders,
45Laporan Tahunan 2015 Annual Report • Gapura Angkasa
Corporate ProfileManagement reportManagement Discussion & AnalysisBusiness ReportCorporate GovernanceCorporate Social responsibilityCorporate DataFinancial report
02
46 Gapura Angkasa • Laporan Tahunan 2015 Annual Report
Pada tahun 2015 produksi ground handling Perseroan
meningkat dari 255.350 flight menjadi 276.564 flight atau
bertumbuh 8%. Peningkatan ini seiring dengan penambahan 3
stasiun layanan Perseroan dari 50 stasiun pada tahun 2014
menjadi 54 stasiun pada tahun 2015, khususnya di 5 bandara
baru yang dilayani oleh pesawat ATR Garuda Indonesia. Jumlah
maskapai yang dilayani selama tahun 2015 juga meningkat
dari 51 maskapai menjadi 54 maskapai (Tigerair, Jetstar, dan
NAM Air), dimana 2 (Garuda Indonesia dan Qatar Airways) di
antara maskapai tersebut merupakan maskapai internasional
yang berkategori “5-Star Airline”. Sementara untuk tonase
cargo yang ditangani menurun dari 174.183 ton menjadi
158.947 ton atau turun 9% dibanding tahun 2014.
Melalui berbagai peningkatan kinerja operasional selama tahun
2015 ini Perseroan berhasil membukukan total pendapatan
usaha Rp 1.318,82 miliar serta laba bersih sebesar Rp 53,79
miliar. Dibandingkan pencapaian tahun 2014, pendapatan
usaha dan laba bersih tersebut tercatat meningkat sebesar
masing-masing 9% dan 54%.
Transformasi Bisnis
Pencapaian tahun 2015 secara langsung merupakan hasil
program transformasi bisnis Gapura sebagai landasan strategi
pertumbuhan yang bertumpu pada lima pilar utama yaitu
People, Process, Premises, Brand dan Technology atau dikenal
sebagai “Five Drivers” atau lima komponen pendorong.
Dalam aspek People dilakukan reorganisasi dan penataan
secara menyeluruh dalam sistem kepegawaian, remunerasi
dan pelatihan guna menghilangkan sekat antar bagian,
serta meningkatkan kerja sama dan produktifitas dari 1.783
orang karyawan Perseroan. Gapura melakukan penyelarasan
organisasi guna menunjang proses percepatan pelayanan end-
to-end secara terpusat, ditandai dengan perubahan organisasi
di kantor pusat yang lebih fokus dan responsif.
Secara khusus kami memberi penekanan pada pembentukan
Budaya Perusahaan baru yang mementingkan pelatihan,
kinerja, keamanan dan pelayanan, sehingga SDM Perseroan
dapat tumbuh menjadi “the catalyst that enables our customer
to deliver their service promises everyday.”
In 2015, ground handling production by the Company increased
from 255,350 flights to 276.564 flights, or a growth of 8%,
on the strength of an additional 3 stations served by the
Company, increasing the total count from 50 stations in 2014
to 54 stations in 2015, including 5 new airports frequented
by the ATR flights of Garuda Indonesia. Our airline client base
also grew from 51 airlines to 54 airlines (Tigerair, Jetstar, and
NAM Air) at the end of 2015, of which two are international
airlines with a rating of “5-Star Airline”. Meanwhile, our cargo
handling operations showed a decline in the volume of cargo
handled from 174,183 tons to 158,947 tons, or a decline of
9% compared to the year 2014.
In line with these improvements in operational performance
in 2015, the Company posted operational revenues of Rp
1,318.82 billion and net income of Rp 53,79 billion. Compared
to the numbers in 2014, operational revenues and net income
showed increases of 9% and 54%, respectively.
Business Transformation
The achievements in 2015 were a direct outcome of the
ongoing business transformation program of Gapura as its
growth strategy, and which rely on the five core pillars of
People, Process, Premises, Brand and Technology. These are
known in Gapura as the ‘Five Drivers’ of growth.
In the People element, Gapura undertook a sweeping
reorganization and overhaul of its workforce systems, employee
remuneration strategy and employee training programs in
order to eliminate silo mentality among divisions, and promote
teamwork and higher productivity from 1,783 employees of
Gapura. The organization structure at the corporate level has
been re-aligned to allow better focus and responsiveness as
well as to facilitate end-to-end centralized services.
We also put an emphasis on the creation and promotion of
a new corporate culture based on training, performance,
safety and service quality, so that Gapura’s employees would
eventually become “the catalyst that enables our customer to
deliver their service promises everyday.”
47Laporan Tahunan 2015 Annual Report • Gapura Angkasa
Tujuan kami membentuk karyawan yang memiliki safety
culture telah memberi hasil yang mengembirakan, terbukti
dengan penurunan accident rate dari 13 insiden pada tahun
2014 menjadi 7 insiden pada tahun 2015, dengan tingkat
produktifitas karyawan yang terus meningkat dari 27 flight/
karyawan pada tahun 2014 menjadi 33 flight/karyawan pada
tahun 2015.
Dalam aspek Premises selama tahun 2015, Perseroan
melakukan modernisasi armada Ground Service Equipment
(GSE) dengan berbagai peralatan berteknologi mutakhir
dan terbaik dari produsen GSE terkemuka di dunia. Sebagian
GSE tersebut adalah peralatan yang disyaratkan pesawat
penumpang generasi terkini seperti Boeing 787 atau Airbus
A350 dan A380 yang memiliki instrumen elektronik sangat
sensitif.
Dari total 215 unit GSE baru yang ramah lingkungan yang
didatangkan pada tahun 2015-2016, sekitar 58% atau 125
unit diantaranya akan ditempatkan di Terminal 3 Ultimate
Bandara Soekarno-Hatta sebagai world class airport yang
merupakan hub penerbangan Garuda Indonesia rute domestik
dan internasional serta maskapai anggota aliansi global
Skyteam.
Terminal 3 Ultimate yang akan beroperasi pada bulan Juli tahun
2016 akan menjadi etalase untuk menampilkan kualitas
layanan dan operasional Gapura yang telah bertransformasi
menuju world-class services, serta menjadi acuan Best Practise
bagi industri ground handling di Indonesia.
Guna mencapai operational excellence yang dituntut oleh
pelanggan Gapura yang 3 diantaranya adalah “5-Star Airlines”
dimana mensyaratkan ketepatan waktu, maka dibutuhkan
dukungan Information Technology agar proses-proses
operasional dapat lebih efisien dan efektif serta lebih cepat.
Our drive to instill a safety culture among employees has
shown encouraging results so far, with a decline in accident
rate from 13 incidents in 2014 to 7 incidents in 2015, while
recording an increase in employee productivity level from 27
flight/employee in 2014 to 33 flight/employee in 2015.
In terms of Premises, the Company in 2015 engaged in the
modernization of its Ground Service Equipment (GSE) fleet,
using some of the most advanced technology and best-in-
class equipment from leading GSE producers in the world.
These include units specifically designed to serve the latest
generation of passenger jets such as Boeing 787, Airbus
A350 and A380, which are equipped with highly sensitive
electronics instrumentation.
From the total of 215 units of new, environment-friendly
GSEs that we will receive in 2015-2016, some 58% or 125
units will be stationed at the Terminal 3 Ultimate Soekarno-
Hatta Airport, which serves as a world-class airport and the
hub airport for Garuda Indonesia’s domestic and international
flights as well as for member airlines of the global Skyteam
alliance.
Scheduled to open for operations in July 2016, Terminal 3
Ultimate Soekarno-Hatta Airport will then serve to showcase
the high quality of Gapura’s operations and services following
its transformation towards world-class services provider
and the benchmark for best practices in Indonesia’s ground
handling industry.
To achieve operational excellence as demanded by our
customers, which include three airlines in the ‘5-Star Airline’
category requiring timeliness of servive delivery, Information
Technology is needed to enable efficient, effective and faster
operational processes.
Corporate ProfileManagement reportManagement Discussion & AnalysisBusiness ReportCorporate GovernanceCorporate Social responsibilityCorporate DataFinancial report
02
48 Gapura Angkasa • Laporan Tahunan 2015 Annual Report
Untuk itu kami menerapkan Operational Control System
(OCS) yang mutakhir, mampu memantau aktivitas ground
handling di seluruh area bandara secara real-time, sehingga
dengan adanya OCS dapat menjamin kualitas layanan dan
meningkatkan produktivitas. Kick off implementasi OCS di
Bandara Internasional Soekarno-Hatta telah dilakukan pada
Oktober lalu dan direncanakan akan operasional pada bulan
Oktober 2016.
Penerapan Tata Kelola Perusahaan
Salah satu aspek penting dalam transformasi bisnis Perseroan
adalah peningkatan dan upaya perbaikan dalam penerapan
prinsip-prinsip Tata Kelola Perusahaan yang baik atau Good
Corporate Governance (GCG), guna mewujudkan perusahaan
yang dapat dipercaya oleh pemangku kepentingan, berkinerja
unggul dan mampu tumbuh secara berkesinambungan.
Penerapan GCG di tahap awal difokuskan pada pemenuhan
peraturan dan perundangan-undangan yang berlaku di
Indonesia, seiring terbentuknya struktur dan mekanisme
mengenai organ utama perusahaan, yaitu Pemegang Saham,
Dewan Komisaris dan Direksi, sejak 9 Desember 2014 saat
PT Garuda Indonesia (Persero), Tbk. secara resmi menjadi
pemegang saham mayoritas Perseroan.
Beberapa perbaikan yang segera dilakukan antara lain
mencakup penetapan remunerasi Direksi, penyelenggaraan
rapat Dewan Komisaris dan Komite Audit, penetapan Piagam
Audit, penyusunan dokumentasi rapat Dewan Komisaris dan
rapat Direksi, serta implementasi proses pengadaan melalui
E-Procurement guna meningkatkan aspek transparansi bisnis
Perseroan.
Prospek Usaha Tahun 2016
Pada tahun 2016 Indonesia National Air Carrier Association
(INACA) memproyeksikan pertumbuhan jumlah penumpang
domestik dan internasional di Indonesia berkisar 8-9% atau
sedikit lebih rendah dari trend pertumbuhan sesuai data
INACA selama beberapa tahun terakhir yang berkisar di tingkat
pertumbuhan 10%.
Towards this end, we aim to implement the latest in
Operational Control System (OCS) able to provide real-time
monitoring of all ground handling activities in all areas of the
airport. OCS will thus serve to ensure service quality as well as
better productivity. Implementation of OCS at Soekarno-Hatta
International Airport started with a kick-off in October 2015,
with full operational status scheduled for October 2016.
Corporate Governance Implementation
An important area in the Company’s business transformation
is the improvement in the implementation of Good Corporate
Governance (GCG) practices. Implementation of GCG will help
promote trust from the stakeholders, excellent performances,
and sustainable growth for the Company.
In the initial stage, GCG implementation was focused on
achieving compliance with prevailing laws and regulations
in Indonesia, regarding the governance structure and work
mechanism among the Company’s principal bodies namely the
Shareholders, Board of Commissioners and Board of Directors.
This has started since December 9, 2014, when PT Garuda
Indonesia (Persero) Tbk officially became majority shareholder.
Among these early initiatives were the establishment of
Directors’ remuneration system, meetings of the Board of
Commissioners and Audit Committee, formulation of Audit
Committee Charter, documentation of minutes of meetings
of Commissioners and Directors, and the implementation of
e-Procurement process to improve business transparency
within the Company.
2016 Business Prospects
Indonesia National Air Carrier Association (INACA) predicted
that domestic and international airline passengers in 2016 will
grow at around 8%-9%, slightly lower than the growth trend of
10% recorded by INACA in the last few years.
49Laporan Tahunan 2015 Annual Report • Gapura Angkasa
Industri penerbangan nasional telah mengantisipasi potensi
pertumbuhan ini dengan investasi pembelian armada pesawat
baru guna meningkatkan destinasi tujuan dan frekuensi
penerbangan, baik penerbangan berjadwal maupun charter.
Dalam aspek infrastruktur, Angkasa Pura I dan II sebagai
perusahaan pengelola bandar udara juga tengah aktif
mengembangkan dan meningkatkan kapasitas terminal, apron
dan landasan bandara-bandara di Indonesia.
Perseroan dalam posisi siap mengambil manfaat dari potensi
pertumbuhan tahun 2016 ini, terutama terkait rencana Garuda
Indonesia, sebagai pelanggan terbesar Perseroan, untuk
mengembangkan pasar penerbangan domestik ke kota-kota
kabupaten, dan pasar internasional khususnya destinasi Asia
Timur.
Gapura secara seksama tengah melakukan pengembangan
layanan-layanan baru yang memiliki potensi besar di masa
depan, antara lain layanan Hospitality/ service assistance
untuk penumpang yang datang, transit atau berangkat, serta
layanan Lounge di beberapa bandara. Selain itu Perseroan
mengembangkan Gapura Learning Center sebagai unit bisnis
yang dapat memberikan pelatihan berlisensi kepada pihak lain.
Perubahan Komposisi Direksi
Dalam Rapat Umum Pemegang Saham Tahunan (RUSPT) PT
Gapura Angkasa pada tanggal 28 Oktober 2015, Pemegang
Saham melakukan perubahan susunan Direksi berkaitan
beberapa Direksi telah memasuki akhir masa jabatan. Pada
kesempatan ini, saya menyampaikan penghargaan dan terima
kasih kepada para Direksi yang mengakhiri masa jabatannya,
yaitu Hariyanto selaku Direktur Operasi, Heru Legowo selaku
Direktur Keuangan, serta Tharian selaku Direktur Strategi &
SDM atas kerja keras dan dedikasi yang telah diberikan kepada
Perseroan.
Saya juga menyambut dan mengucapkan selamat kepada
jajaran Direksi baru, yaitu Sucipto selaku Direktur Operasi, Ester
Siahaan selaku Direktur Keuangan, serta Eko Diantoro selaku
Direktur Strategi & SDM.
In anticipation of this growth potential, the national aviation
industry has invested in purchases of new aircraft to expand
their destination network and flight frequency, both for
scheduled as well as for charter flights. In terms of airport
infrastructure, Angkasa Pura I and II as the designated
airport management companies in Indonesia are also active
in developing more capacity in terms of passenger terminals,
apron and runways at Indonesia’s airports.
The Company is in a good position to capitalize on this growth
potential in 2016, and especially with regard to plans by Garuda
Indonesia, as the Company’s primary customer, to expand its
domestic destinations to the principal towns in regencies, and
internationally to destinations in East Asia.
Gapura is diligently developing new businesses with promising
future potential, such as for example the hospitality or service
assistance for debarking, transiting or embarking passengers,
or airport lounge services. The Company is also currently
developing the Gapura Learning Center facility as a business
unit that provides licensing and certification training to third
parties.
Changes in Directors Composition
In the Annual General Meeting of Shareholders of PT Gapura
Angkasa on October 28, 2015, the shareholders have effected
some changes in the Board of Directors, as several Directors
have ended their term of office. I would like to take this
opportunity to convey my heartfelt thanks and appreciation to
those outgoing Directors, namely Hariyanto, former Director
of Operations, Heru Legowo, former Director of Finance, and
Tharian, former Director of Strategy & Human Capital, for their
hard work and dedication to the Company.
In their places, I would like to welcome the new Directors,
namely Sucipto as Director of Operations, Ester Siahaan as
Director of Finance, and Eko Diantoro as Director of Strategy
& Human Capital.
Corporate ProfileManagement reportManagement Discussion & AnalysisBusiness ReportCorporate GovernanceCorporate Social responsibilityCorporate DataFinancial report
02
50 Gapura Angkasa • Laporan Tahunan 2015 Annual Report
Apresiasi
Direksi mengucapkan terima kasih kepada para pelanggan,
mitra kerja dan para pemangku kepentingan lain atas kerja
sama dan dukungan yang diberikan kepada Gapura, serta
penghargaan kepada seluruh karyawan atas kerja keras dan
dedikasi yang diberikan sehingga Gapura mampu mencapai
peningkatan kinerja yang signifikan di tahun 2015.
Kami juga menyampaikan penghargaan yang setinggi-
tingginya kepada Pemegang Saham atas segenap dukungan
yang diberikan, sehingga Gapura dapat terus mengembangkan
potensi menuju perusahaan ground handling dengan kualitas
layanan kelas dunia.
Words of Appreciation
The Board of Directors would like to thanks our customers,
business partners and other stakeholders for their continuing
support and cooperation with Gapura. Appreciation is also due
to all our employees that have shown dedication and hard work,
enabling Gapura to achieve significantly better performance in
2015.
The Board of Directors also extend the highest of appreciation
to the Shareholders for their support as Gapura continue
forward to become a ground handling company with world-
class services.
Agus PriyantoDirektur UtamaPresident & CEO
51Laporan Tahunan 2015 Annual Report • Gapura Angkasa 51Laporan Tahunan 2015 Annual Report • Gapura Angkasa
Ester Siahaan Direktur KeuanganDirektur Keuangan
Eko Diantoro Direktur Strategi & SDMDirektur Strategi & SDM
Agus Priyanto Direktur Utama
President & CEO
Sucipto Direktur OperasiDirektur Operasi
Dari kiri ke kanan
From left to right
DireksiBoard of Directors
Corporate ProfileManagement reportManagement Discussion & AnalysisBusiness ReportCorporate GovernanceCorporate Social responsibilityCorporate DataFinancial report
03
Analisis & Pembahasan Manajemen
Management Discussion & Analysis
53Laporan Tahunan 2015 Annual Report • Gapura Angkasa
Tinjauan Bisnis & Operasional
Tinjauan Pendukung Bisnis
Tinjauan Kinerja Keuangan
Business & Operations ReviewBusiness Support ReviewFinancial Performance Review
12
14
15
Program transformasi bisnis Gapura sebagai landasan strategi
pertumbuhan bertumpu pada lima pilar utama yaitu People,
Process, Premises, Brand dan Technology atau dikenal sebagai
Five Drivers” atau lima komponen pendorong.
The ongoing business transformation program of Gapura as its growth strategy, and which rely on the five core pillars of People, Process, Premises, Brand and Technology. These are known in Gapura as the ‘Five Drivers’ of growth.
Corporate ProfileManagement reportManagement Discussion & AnalysisBusiness ReportCorporate GovernanceCorporate Social responsibilityCorporate DataFinancial report
03
54 Gapura Angkasa • Laporan Tahunan 2015 Annual Report
Tinjauan Bisnis & OperasionalBusiness and Operational Review
Tinjauan Industri Ground Handling
Kondisi geografis dan demografis Indonesia menjadi faktor
pendukung bagi potensi pasar transportasi udara. Transportasi
udara sangat dibutuhkan untuk menghubungkan berbagai
lokasi di Nusantara yang terdiri dari ribuan pulau dan laut, lebih
dari 5.100 kilometer dari timur ke barat dan 1.700 kilometer
dari utara ke selatan. Dari sisi demografis, Indonesia tengah
menyaksikan tumbuhnya kelas menengah, penduduk usia
produktif dengan tingkat penghasilan yang terus meningkat,
sehingga makin banyak orang yang mampu bepergian dengan
pesawat udara.
Pertumbuhan penumpang dan destinasi yang mempunyai
arti meningkatnya frekuensi penerbangan dan berkorelasi
langsung terhadap kinerja Perseroan, mengingat sebagai
ground handling pendapatan Perseroan ditentukan dari satuan
flight yang dilayani.
Potensi pasar yang prospektif ini mampu dikembangkan
dengan baik di tahun 2015 oleh Gapura yang aktif melakukan
program transformasi bisnis menuju keunggulan operasional
yang menghasilkan peningkatan kinerja keuangan.
Overview of Ground Handling Industry
Geographical and demographic conditions in Indonesia point
to the huge potential in the market for air transportation.
Air transportation is vitally needed to connect places in
this vast archipelago of thousands of islands separated by
seas, extending more than 5,100 kilometers from east to
west and 1,700 kilometers from north to south. In terms of
demographics, Indonesia is seeing the growth of its middle-
class, people of productive-age with a rising level of income,
and thus more and more people can afford to travel by air.
The growing numbers of destinations and passengers resulted
in an increase in flight frequency, with direct impact to the
Company’s performance. As a ground handling service provider,
the Company’s revenues increases with the number of flight
served.
In 2015, Gapura was able to capitalize fully on this market
potential through its business transformation program, which
has resulted in operational excellence leading to, ultimately,
improvement in financial performance.
“Langkah-langkah Gapura dalam menerapkan strategi business leveraging berlangsung konsisten sepanjang tahun 2015, dan menyediakan landasan bagi pertumbuhan bisnis yang lebih tinggi di tahun-tahun mendatang”.
“Gapura consistently implemented the business leveraging strategy throughout 2015, providing a solid foundation for accelerated business growth in the coming years”
55Laporan Tahunan 2015 Annual Report • Gapura Angkasa
Produksi Ground Handling
Pada tahun 2015 produksi ground handling Gapura mencapai
276.564 flight atau meningkat 8% dari produksi 255.350
flight selama tahun 2014 dengan jumlah terinci sebagai
berikut:
Pelanggan 2014 2015 Change
Maskapai Asing 24.898 20.424 -18%
Maskapai Nasional 15.287 16.785 10%
Maskapai Garuda Group 215.165 239.355 11%
Total flight 255.350 276.564
Ground Handling Production
In 2015, ground handling production by Gapura amounted to
276.564 flights, increasing by 8% over production of 255,350
flights during 2014, with details as follow:
Corporate ProfileManagement reportManagement Discussion & AnalysisBusiness ReportCorporate GovernanceCorporate Social responsibilityCorporate DataFinancial report
03
56 Gapura Angkasa • Laporan Tahunan 2015 Annual Report
Penurunan di segmen maskapai asing sebesar 18% disebabkan
penghentian kerjasama Qantas Airways di DPS dan penurunan
jumlah frekuensi penerbangan Internasional sementara
kenaikan maskapai Garuda group sebesar 11% disebabkan oleh
bertambahnya produksi flight Garuda Indonesia dan Citilink.
Total produksi cargo handling dan warehousing pada tahun
2015 mencapai 158.947 ton atau berkurang 9% dari produksi
174.183 ton pada tahun 2014 dengen tonase terinci sebagai
berikut:
Kargo 2014 2015 Change
Domestik 88.966 73.964 -17%
Internasional 61.452 59.093 - 4%
Cargo Handling 23.765 25.890 9%
Total tonase 174.183 158.947
Penurunan cargo domestik sebesar 17% disebabkan
penutupan cargo dibeberapa cabang, sementara penurunan
cargo internasional 4% disebabkan karena adanya penurunan
produksi di cabang CGK dan ditutupnya gudang Internasional
di cabang DPS, SRG dan KNO. Kenaikan cargo handling sebesar
9% disebabkan tambahan produksi cargo di cabang DPS.
Jaringan Pelayanan
Hingga akhir tahun 2015, Gapura mengoperasikan 53 stasiun
pelayanan terdiri dari 29 kantor cabang bandara dan 24 kantor
perwakilan bandara. Kantor pelayanan baru yang dibuka
tahun 2015 adalah bandara kota Lhoksumawe, Ketapang,
Pangkalanbun, dan tanjung karang, Sabang, Meulaboh dan
Langgur untuk melayani rute baru Garuda Indonesia dengan
menggunakan armada pesawat ATR-72.
Pelanggan ground handling Gapura terbagi menjadi 2 segmen
yaitu maskapai full service carrier (prime handling) dan segmen
maskapai low cost carrier (LCC) baik maskapai penerbangan
domestik maupun asing di Indonesia.
Melalui upaya-upaya konsisten untuk terus meningkatkan
kualitas pelayanan, Gapura terus menambah daftar maskapai
pelanggan sebagai pengguna jasanya. Pada tahun 2015,
jumlah pelanggan maskapai penerbangan asing berjumlah 31
maskapai, dimana pelanggan baru di tahun 2015 adalah Tiger
Airways, dan Jetstar. Sementara jumlah pelanggan maskapai
domestik mencapai 23 maskapai, dengan pelanggan baru
adalah NAM Air.
The 18% decline in the overseas airlines segment was due
to the contract termination with Qantas Airways at the DPS
Station as well as due to the overall decline in international
flights served. The 11% increase in the Garuda group segment
was due to increased flights of both Garuda Indonesia and
Citilink.
Total production of cargo handling and warehousing in 2015
amounted to 158,947 tons, a decline of 9% from production
of 174,183 tons recorded in 2014, with the following details:
The 17% decline in domestic cargo was due to the closure of our
cargo business in a number of stations, while the 4% decline in
international cargo was due to a decline in production at CGK
Station and the closure of international warehouse business at
DPS, SRG and KNO stations. The 9% increase in cargo handling
was due to additional cargo production at the DPS Station.
Service Network
Up to year-end 2015, Gapura operates 53 service outlets
comprising of 29 airport branches and 24 airport representative
offices. New service outlets have been established in
2015, namely at the airports of Lhoksumawe, Ketapang,
Pangkalanbun, and tanjung karang, Sabang, Meulaboh and
Langgur, representing new destinations for Garuda Indonesia
with its ATR-72 aircraft.
Gapura’s ground handling customers are classified into 2
segments, namely the full service carriers (for our prime handling
servicves) and the low-cost carriers (LCC), comprising both
domestic as well as international airlines operating in Indonesia.
Through consistent efforts in service quality improvement,
Gapura continue to add new airlines to its growing customer
base. In 2015, there were a total of 31 international airline
customers, of which Tiger Airways, and Jetstar were new
customers acquired in 2015. The number of domestic airline
customers meanwhile was 23 airlines, which include NAM Air
as new customers.
57Laporan Tahunan 2015 Annual Report • Gapura Angkasa
Sebagai official ground handling Garuda Indonesia Group, pada
tahun 2015 Perseroan telah melayani seluruh kota tujuan
domestik Garuda di 51 stasiun dan Citilink di 27 stasiun. Selama
tahun 2015, Perseroan telah melayani XX penerbangan VVIP
kepala negara dan pejabat tinggi negara-negara sahabat yang
berkunjung ke Indonesia.
Modernisasi GSE dan Rebranding
Aspek kecepatan, efisiensi dan akurasi berperan penting dalam
kegiatan ground handling guna mempercepat waktu turn
around dan menekan biaya layanan. Karenanya Ground Support
Equipment (GSE) menjadi alat produksi utama yang penting,
sebagaimana armada pesawat di maskapai penerbangan
untuk meningkatkan keandalan operasional dan kinerja bisnis
bagi Perseroan.
As the official ground handling provider of Garuda Indonesia, in
2015 the Company has operations in all domestic destinations
of Garuda at 51 stations and Citilink of 27 stations. During
2015, the Company served XX special VVIP flights of head
of state and high ranking official of friendly countries visiting
Indonesia.
GSE Modernization and Rebranding
Speed, efficiency and accuracy are important aspects in
ground handling activities to enable faster aircraft turn around
and lower service costs. Thus, just like an aircraft for an airline,
a Ground Support Equipment (GSE) is the primary production
equipment that is important for improvement in operations
and business of a ground handling services provider.
Corporate ProfileManagement reportManagement Discussion & AnalysisBusiness ReportCorporate GovernanceCorporate Social responsibilityCorporate DataFinancial report
03
58 Gapura Angkasa • Laporan Tahunan 2015 Annual Report
Perseroan melakukan modernisasi GSE dengan pembelian 215
peralatan GSE berteknologi mutakhir yang ramah lingkungan
dari produsen GSE terkemuka di Eropa. Untuk peralatan tonase
besar seperti bus apron, diharapkan telah memenuhi standar
emisi Euro 3, sementara untuk peralatan tonase kecil dipilih
peralatan motor listrik bertenaga baterai sehingga Emisi Nihil
(zero emmision).
Sejumlah 46 unit peralatan GSE baru ini telah tiba di tahun
2015, dan akan tuntas diterima hingga tahun 2016 dimana
sebagian besar akan ditempatkan di Terminal 3 bandara
Soekarno-Hatta yang merupakan hub Garuda Indonesia dan
penerbangan internasional.
Seiring dengan modernisasi peralatan, dilakukan program
re-branding Gapura untuk menciptakan tampilan yang lebih
modern dan dinamis sesuai aspirasi untuk menjadi perusahaan
ground handling berkelas dunia. Rebranding tahap pertama
mencakup penggantian logo identitas perusahaan, yang
langsung diterapkan ke dalam armada GSE baru Perseroan
pada bulan Mei 2015.
Guna menjamin ketersediaan dan kehandalan armada GSE,
Gapura memiliki Workshop yang tersebar di 7 kota yaitu
Jakarta, Denpasar, Makassar, Surabaya, Medan, Yogyakarta,
dan Balikpapan untuk perawatan, perbaikan hingga overhaul
peralatan.
Gapura Learning Center
Tahapan paling krusial dari rebranding adalah penanaman
etos kerja baru yaitu “Shared Success” serta karakter untuk
melayani ke karyawan Gapura, terutama yang bertugas di lini
depan melayani langsung pelanggan.
Internalisasi budaya perusahaan dilakukan secara sistematis
sejak proses rekrutmen, pelatihan dan pemberdayaan. Hal
ini ditunjang pendirian fasilitas Gapura Learning Center
yang memberikan pelatihan bidang basic airport handling
management, basic frontliner, grooming & etiquette, aviation
security, cargo & mail, dangerous goods, dan GSE operator.
Pada tahun 2015 telah beroperasi Gapura Learning Center di
kantor pusat Jakarta serta di bandara Cengkareng, Jogyakarta,
Surabaya, Makassar dan Denpasar. Selanjutnya direncanakan
akan dibuka pula learning center di bandara Ambon, Balikpapan
dan Medan.
The Company has modernized its GSE fleet through an
investment in 215 GSE units of the latest, eco-friendly
technology produced by leading GSE manufacturers in Europe.
Large tonnage equipment such as apron bus have engines that
comply with the Euro 3 emissions standard, while the smaller
equipment are driven by zero-emission battery-supplied
electric motors.
Up to year-end 2015, a total of 46 new GSE units have been
delivered, and the remaining will be deliverd in 2016. Most of
these new units will be deployed at Terminal 3, Soekarno-Hatta
Airport, as the hub for Garuda Indonesia and international
airlines.
Along with equipment modernization, Gapura also engaged
in a re-branding program designed to present a more modern
and dynamic impression of the Company, suiting its aspirations
to become a world-class ground handling company. The first
stage of the rebranding program was the introduction of a
new logo, which was applied to the new GSE units since May
2015.
To ensure the availability and reliability of its GSE fleet, the
Company operates GSE workshops in 7 cities, namely in
Jakarta, Denpasar, Makassar, Surabaya, Medan, Yogyakarta and
Balikpapan, for the maintenance, repair and overhauls of GSE
units.
Gapura Learning Center
The most crucial stage in the rebranding process is the
development of a new work ethics,’Shared Success’, as well as
a service culture among all employees of Gapura, and especially
the front liners that interact directly with customers.
The internalization of the new culture is conducted
systematically right from the recruitment, training and
development of employees. This is supported with the
establishment of Gapura Learning Center facilities to provide
training in basic airport handling management, basic frontliner,
grooming & etiquette, aviation security, cargo & mail,
dangerous goods, and GSE operator.
In 2015, Gapura Learning Center facilities have been
operational at the Head Office and Cengkareng Airport, Jakarta,
as well as in Jogyakarta, Surabaya, Makassar and Denpasar.
Similar facilities will next be opened in Ambon, Balikpapan and
Medan.
59Laporan Tahunan 2015 Annual Report • Gapura Angkasa
Lulusan Gapura Learning Center memperoleh sertifikat
dan SKP (Surat Kecakapan Personel) dari Kementerian
Perhubungan yang merupakan lisensi resmi untuk bekerja di
kebandarudaraan dan maskapai penerbangan. Saat ini tengah
diupayakan agar Gapura Learning Center juga mendapatkan
akreditasi dari IATA (International Air Transport Association).
Menumbuhkan Budaya Keselamatan
Operasi ground handling harus memenuhi aspek keselamatan
dan keamanan penerbangan, kelancaran operasional dan
optimalisasi penggunaan sumber daya. Untuk itu selama
tahun 2015 secara berkelanjutan Perseroan melakukan
program pelatihan dan sosialisasi khususnya kepada karyawan
airside (yang bertugas di apron bandara). Melalui kampanye
“Ramp Safety” tercapai penurunan Accident Rate yang cukup
signifikan dari 13 kecelakaan pada 2014 menjadi 7 accident
pada tahun 2015.
Agar budaya keselamatan menjadi bagian dalam seluruh
aktivitas karyawan, pada tahun 2015 Gapura membentuk
unit Safety, Security dan Quality Assurance yang memiliki
tenaga ahli bersertifikat dari kementerian tenaga kerja dalam
bidang keselamatan dan kesehatan kerja. Unit tersebut kini
aktif melaksanakan berbagai program sosialisasi dan pelatihan
keselamatan dan keamaan kerja di seluruh cabang Perseroan.
Graduates of Gapura Learning Center will receive a certification
and SKP (Personnel Competence Document) issued by the
Ministry of Transportation, as the official license needed to
secure jobs in airports and airlines. The Company is currently
working towards an IATA (International Air Transport
Association) accreditation for its learning centers.
Developing a Safety Culture
Ground handling operations have to comply with strict
flight safety and security issues, as well as ensure smooth
operations and optimum use of resources. Thus, in 2015,
the Company consistently provide continuing training and
socialization to its airside personnel, i.e. those that serve in
airport aprons. The ‘Ramp Safety’ campaign, for example, has
succeeded in significantly reducing the level of Accident Rate
from 13 accidents in 2014 to just 7 accidents in 2015.
To help instill a safety culture as part of the day-to-day activities
of employees, Gapura established the Safety, Security and
Quality Assurance unit in 2105, staffed with expert personnel
having the proper certification in Occupational Health &
Safety from the Ministry of Labour. The unit is charged with
developing and executing training and socialization programs
related to Occupational Health & Safety at all the Company’s
branches.
Corporate ProfileManagement reportManagement Discussion & AnalysisBusiness ReportCorporate GovernanceCorporate Social responsibilityCorporate DataFinancial report
03
60 Gapura Angkasa • Laporan Tahunan 2015 Annual Report
Pada tahun 2015 Gapura berhasil mempertahankan sertifikat
ISAGO (IATA Safety Audit for Ground Operations) dari
International Air Transport Association sebagai merupakan
pengakuan internasional terhadap konsistensi Gapura untuk
manajemen risiko dan keselamatan, baik dalam dokumentasi
dan implementasi untuk operasi di bandara Soekarno-Hatta
dan Denpasar.
Perseroan memberi perhatian tinggi pada parameter
operational excellence antara lain station handling delay serta
mishandling baggage/cargo untuk mengukur kinerja ketepatan
waktu ground handling dan mengukur kasus kerusakan,
kehilangan, salah tujuan, tertinggal serta penyimpangan lain.
Tingkat station handling delay pada tahun 2015 adalah 0,11%
menurun dari 0,20% pada tahun 2014, sementara baggage/
cargo mishandling adalah 0,08% menurun dari 0,13% pada
2014.
Pengembangan Bisnis Baru
Layanan warehousing sebagai salah satu sumber pendapatan
bagi Perseroan tengah menghadapi perubahan terkait dengan
langkah Angkasa Pura untuk mengambil alih pengelolaan
pergudangan Perseroan, sebagaimana yang telah terjadi di
warehouse Yogyakarta, Jambi, Denpasar, Pangkal Pinang dan
Semarang. Dengan demikian pada tahun 2015 Gapura hanya
mengelola warehousing yang berlokasi di bandara Soekarno-
Hatta.
In 2015, Gapura has successfully renewed its ISAGO (IATA
Safety Audit for Ground Operations) certification from
IATA, as a global recognition of Gapura’s consistency in risk
management and safety, both in documentation as well as
implementation, in the operations at Soekarno-Hatta and
Denpasar airports.
The Company also continue to strive to improve other
parameters for operational excellence, including the station
handling delay to measure the timeliness of ground handling
operation, and the baggage/cargo mishandling in terms of
damage, loss, mistaken destination, left behind, or other
violations.
Station handling delay in 2015 was measured at 0.11%, down
from 0.2% in 2014, while baggage/cargo mishandling was
0.08%, a decline from 0.13% in 2014.
Development of New Businesses
The warehousing business segment, as a source of revenues
for the Company, is undergoing some changes related to the
policy of Angkasa Pura in taking over the management of
warehouses at airports. This has already happened to the
warehouses at Yogyakarta, Jambi, Denpasar, Pangkal Pinang
and Semarang. Thus, in 2015, Gapura was left with the
operations of the warehouse at the Soekarno-Hatta Airport.
0,070
0,060
0,050
0,040
0,030
0,020
0,010
Kinerja Keselamatan (insiden per 1000 penerbangan)
Safety Performance (incident per 1000 flight)
2011
0,065 0,063 0,061 0,057
0,0500,064
0,0610,058
0,051
0,025
2012 2013 2014 2015
Realisasi Realization Target Target
61Laporan Tahunan 2015 Annual Report • Gapura Angkasa
Untuk mengantisipasi Gapura telah merintis pendirian
strategic business unit (SBU) yaitu antara lain penggabungan
layanan Lounge & Hospitality dengan mulai mengelola sendiri
executive lounge di Terminal 1C bandara Soekarno Hatta
serta Pontianak dan Pekanbaru, sementara executive lounge
di Terminal 2 bandara Soekarno Hatta dan Denpasar bekerja
sama dengan mitra.
Layanan Hospitality yaitu passenger service assistant (PSA)
yang awalnya hanya untuk Garuda Indonesia kini digunakan
juga oleh maskapai lain, seperti Korean Air dan Japan airlines,
serta pelanggan personal dan korporasi.
Hospitality Gapura bergabung dalam Society Concierge
Indonesia sehingga dipercaya untuk melayani hotel bintang
lima seperti Shangrila, Mulia, Mandarin dan Heritage. Selama
2015, bisnis Hospitality berkembang pesat dengan jumlah
pelanggan bertambah dari 20 di tahun 2014 menjadi 40
pelanggan pada 2015.
In anticipation of this, Gapura has begun to develop new
strategic business units (SBU), including combining the Lounge
and Hospitality services. The Company currently manages the
Executive Lounge at Terminal 1C Soekarno-Hatta as well as at
Pontianak and Pekanbaru airports, while the Executive Lounge
at Terminal 2 Soekarno-Hatta and Denpasar are managed in
partnership with third parties.
The Hospitality services, formerly providing passenger service
assistant (PSA) services to Garuda Indonesia, is now available
to passengers from other airlines such as Korean Air and Japan
Airlines, as well as personal and corporate clients.
Gapura’s Hospitality services is a member of Society Concierge
Indonesia, and thus is able to serve guests of leading 5-star
hotels such as Shangrila, Mulia, Mandarin and Heritage, In
2015, the Hospitality business recorded growth from 20
customers served in 2014 to 40 customers in 2015.
Corporate ProfileManagement reportManagement Discussion & AnalysisBusiness ReportCorporate GovernanceCorporate Social responsibilityCorporate DataFinancial report
03
62 Gapura Angkasa • Laporan Tahunan 2015 Annual Report
TI Mendorong Transformasi
Sebagai penunjang utama industri penerbangan, industri
ground handling menghadapi dinamika tuntutan bisnis
yang terus meningkat dari industri penerbangan. Tuntutan
ini mendorong Perseroan untuk memberikan layanan yang
lebih unggul dan cerdas, melalui optimalisasi proses kerja
operasional dan peningkatan service delivery bermutu tinggi,
yang diharapkan akan meningkatkan kepuasan pelanggan,
laba usaha serta citra perusahaan.
Guna mewujudkan operational excellence, Perseroan
berkomitmen memanfaatkan Teknologi Informasi sebagai
pendorong proses transformasi bisnis dengan menjadikan
Gapura sebagai IT-based organization yang menerapkan
teknologi mutakhir tepat guna untuk optimalisasi proses-
proses operasional ground handling.
Strategi pemanfaatan TI di Gapura difokuskan pada teknologi
mutakhir yang telah terbukti memiliki kemampuan yang
baik (Capable), terutama dalam peningkatan efisiensi dan
efektifitas proses kerja, yang implementasi dan pengembangan
sistemnya dilakukan mitra bisnis yang memiliki kompetensi
tinggi di bidang teknologi informasi.
Tinjauan Pendukung BisnisBusiness Support Review
IT Driven Transformation
As the primary supporting industry for the aviation sector,
the ground handling industry has to face increasing demand
for higher quality services from client airlines. The Company
responded by efforts to provide smart and excellent services,
delivered through optimization of work processes and
improvement of service quality. The expected end result is
improvements in customer satisfaction, profits and Gapura
brand.
To achieve operational excellence, the Company is committed
to the utilization of Information Technology as an enabler for
business transformation, transforming Gapura into an IT-based
organization that use the right advanced technology towards
optimum ground handling operational processes.
At Gapura, IT utilization strategy centers on the use of proven
and capable technology systems, mainly to improve the
efficiency and effectiveness of various work processes, to be
developed and implemented by business partners with well-
known reputation in the field of Information Technology.
Dua elemen kunci dari proses tranformasi bisnis yang tengah berlangsung di Gapura adalah penerapan Teknologi Informasi untuk mewujudkan operational excellence, serta perubahan paradigma dalam pengelolaan Sumber Daya Manusia.
The ongoing business transformation process in Gapura rests on two key elements: the implementation of Information Technology towards operational excellence, and the paradigm change in the management of our Human Capital.
63Laporan Tahunan 2015 Annual Report • Gapura Angkasa
Pengembangan layanan TI di Gapura diawali melalui
penggunaan perangkat lunak Enterprises Resource
Planning (ERP) dari SAP AG, Jerman. Inisiatif ini merupakan
tonggak penting dalam pendayagunaan TI di Gapura, karena
menunjukkan komitmen Perseroaan untuk mewujudkan suatu
sistem TI yang komprehensif dan terintegrasi dalam rangka
transparansi, efektivitas dan efisiensi proses bisnis.
Gapura juga telah berhasil menerapkan modul Financial
Accounting and Controlling (SAP FICO). Modul SAP FICO
mengintegrasikan proses-proses pencatatan, pengumpulan
dan pengolahan transaksi atau informasi keuangan secara
real-time, sebagai masukan untuk keperluan pelaporan internal
dan eksternal maupun untuk proses analisa dan pengambilan
keputusan manajemen.
Setelah SAP¬ FICO, Gapura melanjutkan dengan implementasi
modul SAP HCM (Human Capital Management). Modul
SAP HCM mendukung seluruh proses yang terkait dengan
pengelolaan Sumber Daya Manusia dan administrasi karyawan
di Perusahaan, termasuk penyimpanan data karyawan secara
individu sejak direkrut sampai pensiun atau keluar dari
Perusahaan. Pada tahun 2015 dilakukan implementasi modul
SAP-Payroll yang merupakan kelanjutan dari sistem SAP HCM
sebagai salah satu sistem pendukung utama Perseroan.
Development of IT services at Gapura started with the
utilization of an Enterprise Resource Planning (ERP) software
from SAP AG, Germany. It is an important milestone in the
utilization of IT at Gapura, as it underscores the commitment
to develop a comprehensive, integrated IT system towards
transparency as well as effectiveness and efficiency of
business processes.
Subsequently, Gapura has successfully implemented the
Financial Accounting and Controlling (SAP FICO) module. This
module integrated the recording, collection and processing of
financial transactions or information in a real-time basis, to
serve as input for internal and external reporting purposes
as well as for management analysis and decision-making
processes.
Following SAP FICO, Gapura implemented the SAP HCM
(Human Capital Management) module. The SAP HCM module
supports all processes related with the management of
human resources and employee administration, including the
filing of individual employee data starting from recruitment
up to retirement or discharge from the Company. In 2015,
the Company implemented the SAP-Payroll module in a
continuation of SAP HCM as one of the core support systems
used by the Company.
Corporate ProfileManagement reportManagement Discussion & AnalysisBusiness ReportCorporate GovernanceCorporate Social responsibilityCorporate DataFinancial report
03
64 Gapura Angkasa • Laporan Tahunan 2015 Annual Report
Gapura juga telah mengembangkan sistem e-Procurement
dalam proses pengadaan barang dan jasa di Perusahaan. Selain
dapat meningkatkan efisiensi proses pengadaan, implementasi
e-Procurement juga merupakan salah satu langkah penting
dalam peningkatan transparansi terkait dengan pelaksanaan
praktik-praktik Tata Kelola Perusahaan yang baik (GCG) di
Gapura.
Pada tahun 2015, pendayagunaan sistem-sistem TI diperluas
untuk mendukung aktivitas operasional utama Gapura yaitu
penyediaan jasa ground handling di bandara. Gapura telah
menerapkan salah satu aplikasi TI paling mutakhir di industrinya
yaitu Operational Control System (OCS).
Gapura has also developed an e-Procurement system for
the procurement of goods and services at the Company. In
addition to improving the efficiency of procurement processes,
the implementation of e-Procurement is also an important
step towards increased transparency with regards to the
implementation of Good Corporate Governance (GCG) practices
at Gapura.
In 2015, the scope of IT utilization was expanded to support
Gapura’s core operational activities of providing ground
handling services at airports. Gapura then implemented the
Operational Control System (OCS), one of the latest IT systems
in the ground handling industry.
65Laporan Tahunan 2015 Annual Report • Gapura Angkasa
Melalui OCS, aktivitas ground handling di seluruh area
bandara dapat dipantau secara real-time, sehingga dapat
mengoptimalkan penggunaan sumber daya peralatan maupun
personil yang tersedia, serta mengantisipasi keterlambatan
penanganan pesawat. Kick off implementasi OCS di Bandara
Internasional Soekarno-Hatta dilakukan pada Oktober 2015
dan direncanakan akan operasional pada bulan Oktober 2016.
Selain implementasi OCS, program-program pengembangan
layanan TI pada tahun 2015 juga mencakup sejumlah
inisiatif lain seperti desain-ulang situs web Perusahaan,
pengembangan aplikasi korespondensi dan infrastruktur
jaringan komunikasi data antar-cabang.
SDM sebagai Sumber Daya Pertumbuhan
Konsep human capital menempatkan karyawan sebagai salah
satu sumber daya utama yang vital bagi keberlangsungan dan
pertumbuhan bisnis perusahaan, karenanya pengembangan
potensi karyawan harus diupayakan secara optimal dan
berimbang dengan peningkatan kesejahteraan karyawan.
Gapura menggunakan pendekatan Competency-Based Human
Resources Management (CBHRM) dalam pengeloaan human
capital dengan menerapkan tiga model pengembangan
untuk Core Competency, Basic Competency dan Professional
Competency.
Ketiga model ini dikembangkan dan terus disempurnakan
untuk mendukung penilaian kemampuan karyawan secara
adil dan transparan. Dengan demikian setiap karyawan Gapura
diharapkan dapat menguasai:
• Core Competency (nilai-nilai budaya perusahaan)
• Basic Competency (perilaku dan kualitas pribadi)
• Professional Competency (keterampilan dan pengetahuan,
yang bersifat umum maupun khusus/fungsional).
Profil Karyawan
Per 31 Desember 2015, jumlah karyawan Gapura tercatat
sebanyak 1.783 orang (tidak termasuk Dewan Komisaris dan
Direksi), yang terdiri dari 1.375 orang karyawan tetap dan 408
karyawan kontrak (Pekerja Kontrak Waktu Tertentu/PKWT).
Jumlah tersebut berkurang sekitar 3,25% dari jumlah karyawan
tahun 2014 yaitu sebanyak 1.843 orang.
OCS enables real-time monitoring of all ground handling
activities in all areas of an airport, leading to more optimum
utilization of available equipment and personnel, while also
anticipating delays in aircraft handling. The kick-off for OCS
implementation at Soekarno-Hatta International Airport was
held in October 2015, with the system expected to be fully
operational by October 2016.
In addition to OCS implementation, development of IT services
undertaken during 2015 also include initiatives such as the re-
design of the Company’s official website, the development of
a correspondence application, and the infrastructure for inter-
branch data communication network.
Human Capital as Growth Resources
The concept of human capital sees employees as one of the
vital resources to sustain the business growth of a company.
Thus, efforts in developing the potentials of the workforce
should be undertaken in an optimum and balance manner
along with improvement in employee welfare.
Gapura implements the Competency-Based Human Resources
Management (CBHRM) approach in the management of its
human capital using three models for the development of Core
Competency, Basic Competency and Professional Competency.
These three models were developed and continuously
enhanced to enable fair and transparent assessment of
employee competences. Each individual employee of Gapura is
thus expected to acquire:
• Core Competency (corporate values)
• Basic Competency (personal behaviour and quality)
• Professional Competency (general and specialized/
functional skills and knowledge)
Employee Profiles
As of December 31, 2015, Gapura employs a total of
1,783 personnel (not including members of the Board of
Commissioners and Board of Directors), comprising 1,375
permanent employees and 408 contract employees. The
number represents a decline of some 3.25% from 1,843
employees on record in 2014.
Corporate ProfileManagement reportManagement Discussion & AnalysisBusiness ReportCorporate GovernanceCorporate Social responsibilityCorporate DataFinancial report
03
66 Gapura Angkasa • Laporan Tahunan 2015 Annual Report
Karyawan Gapura tersebar di Kantor Pusat dan 53 kantor
cabang/perwakilan di berbagai bandara di seluruh Indonesia.
Selain karyawan tetap dan PKWT, aktivitas operasional Gapura
juga didukung oleh 5.842 orang tenaga kerja alih-daya per 31
Desember 2015.
Sebanyak 46 karyawan baru telah direkrut sepanjang tahun
2015. Selain untuk mengimbangi peningkatan volume bisnis
serta menggantikan karyawan yang keluar, pensiun atau
meninggal dunia, rekrutmen karyawan baru juga diarahkan
untuk memperbaiki komposisi karyawan secara keseluruhan.
Perekrutan karyawan mengacu kepada tingkat pendidikan
dan kompetensi yang lebih tinggi guna memenuhi kualifikasi
pekerjaan yang kelak dibutuhkan, serta mempersiapkan
regenerasi kepemimpinan masa depan Gapura.
Profil karyawan Gapura dapat dilihat pada tabel-tabel berikut
ini.
Karyawan Berdasar Usia Karyawan Berdasar Usia
2014 2015
>50 330 266 >50
41-50 963 943 41-50
31-40 374 385 31-40
<30 176 189 <30
Total 1.843 1783 Total
Karyawan Berdasar Jenis Kelamin Karyawan Berdasar Jenis Kelamin
2014 2015
Pria 1506 1453 Pria
Wanita 337 331 Wanita
Total 1.843 1783 Total
Karyawan Berdasar Tingkat Pendidikan Karyawan Berdasar Tingkat Pendidikan
2014 2015
S2 21 20 S2
S1 497 488 S1
Diploma 172 166 Diploma
SLTA 1105 1.064 SLTA
SD-SMP 48 45 SD-SMP
Total 1.843 1.783 Total
Gapura’s employees are stationed at the Head Office as well
as at 53 branches/representative offices in airports all over
Indonesia. In addition to permanent and contract employees,
Gapura’s operations are also supported by 5,842 outsourced
personnel, as at December 31, 2015.
A total of 46 new employees were recruited in 2015. In
addition to the need to keep pace with business growth
and to replace those that resigned, retired or deceased,
employee recruitment was also undertaken to improve the
overall employee composition in terms of education and
competences. Emphasizing better education and higher level
of competences, employee recruitment is thus directed to
fill future job qualifications, as well as to prepare the future
leadership of Gapura.
Employee profile of Gapura is presented in the following tables:
67Laporan Tahunan 2015 Annual Report • Gapura Angkasa
Karyawan Berdasar Tingkat Jabatan Karyawan Berdasar Tingkat Jabatan
2014 2015
Vice President 12 13 Vice President
General Manager 28 28 General Manager
Senior Manager 35 34 Senior Manager
Manager 76 76 Manager
Assistant Manager 38 54 Assistant Manager
Kepala Perwakilan 18 20 Kepala Perwakilan
Supervisor/Koordinator 384 358 Supervisor/Koordinator
Staf 1252 1.200 Staf
Total 1.843 1.783 Total
Corporate ProfileManagement reportManagement Discussion & AnalysisBusiness ReportCorporate GovernanceCorporate Social responsibilityCorporate DataFinancial report
03
68 Gapura Angkasa • Laporan Tahunan 2015 Annual Report
Pengembangan Kompetensi Karyawan
Penguatan kompetensi SDM merupakan bagian penting dari
transformasi bisnis di Gapura. Selain pelatihan kompetensi
yang bersifat wajib, juga dilakukan program-program pelatihan
serta pendidikan karyawan yang bersifat perubahan maupun
pengembangan kompetensi. Pelatihan perubahan kompetensi
bertujuan untuk membangun kompetensi karyawan agar
mampu mengimbangi dinamika bisnis ground handling, dengan
sasaran akhir pada pencapaian service excellence. Sedangkan
pelatihan pengembangan kompetensi ditujukan untuk
menyiapkan karyawan dengan kompetensi tertentu guna
mendukung pengembangan portofolio bisnis Gapura.
Pelatihan yang bersifat wajib adalah pelatihan yang harus
dilakukan sesuai dengan ketentuan Pemerintah maupun
International Air Transport Association (IATA), berupa
pelatihan untuk memperoleh dan mempertahankan lisensi/
sertifikasi profesi maupun keterampilan (hard skill) khusus
lainnya menyangkut operasional ground handling. Pada tahun
2015, total durasi penyelenggaraan pelatihan wajib di Gapura
mencapai 27.741 jam pelatihan.
Development of Employee Competences
Development of employee competences is an important
part of the business transformation at Gapura. In addition
to training for mandatory competences, employee training
programs also include training for competency change and
development. Training in competency change is directed to
develop employee competences so as to be able to keep pace
with the dynamics of ground handling business, eventually
leading to the achievement of service excellent. Training in
competency development, on the other hand, is directed to
prepare personnel with specific competences in support of
Gapura’s strategy to expand its business portfolio.
Mandatory training is those that are required by the Government
as well as the International Air Transport Association (IATA),
comprising of training to acquire and maintain professional
licenses/certifications or other specific hard skills related to
ground handling operations. In 2015, the total duration of
mandatory training conducted by Gapura amounted to 27,741
training hours in total.
69Laporan Tahunan 2015 Annual Report • Gapura Angkasa
Sementara pelatihan yang bersifat tidak-wajib adalah
pelatihan yang tidak diwajibkan berdasarkan peraturan namun
dianggap penting untuk menunjang dan meningkatkan kinerja
perusahaan, termasuk pelatihan soft skill di bidang manajemen
dan kepemimpinan (leadership). Pada tahun 2015, Gapura
tercatat menyelenggarakan 12.487 jam pelatihan di bidang
hukum, SDM, perpajakan, audit, pengadaan barang dan jasa,
accident/incident investigation & reporting, dan sejumlah
bidang lainnya.
Berbagai program pengembangan kompetensi karyawan
tersebut diselenggarakan sesuai dengan kebutuhan
Perusahaan maupun tuntutan jalur karir karyawan, dengan
memperhatikan kesetaraan gender dan persamaan
kesempatan bagi seluruh karyawan.
Gapura mulai merintis penerapan Knowledge Management
sebagai salah satu inisiatif strategi di bidang pengembangan
kompetensi karyawan. Hal ini dilakukan melalui Sharing
Session secara rutin yang difasilitasi oleh unit kerja Human
Capital, dimana setiap karyawan dapat berkontribusi sebagai
pembicara dan saling bertukar ide, konsep dan informasi
dengan karyawan lainnya yang berpartisipasi.
Remunerasi dan Kesejahteraan Karyawan
Faktor remunerasi maupun kesejahteraan karyawan dapat
berdampak secara nyata pada kinerja karyawan dan pada
akhirnya mempengaruhi produktivitas perusahaan. Sistem
remunerasi yang adil serta transparan dapat memacu karyawan
untuk memberikan kinerja terbaik dan terus-menerus berupaya
untuk meningkatkan kapabilitas yang dimiliki. Dengan
terjaminnya kesejahteraan akan memungkinkan karyawan
untuk tetap fokus pada pekerjaan yang dilakukan setiap hari.
Karyawan Gapura memperoleh remunerasi yang terdiri dari gaji
pokok dan kompensasi finansial lain meliputi tunjangan makan,
tunjangan transportasi, tunjangan pendidikan (untuk anak
karyawan) serta Tunjangan Hari Raya. Karyawan pada posisi/
fungsi tertentu juga memperoleh tunjangan Surat Kecakapan
Personil (SKP)/Lisensi. Sementara di tingkat struktural, Gapura
memberikan tunjangan tambahan berupa tunjangan jabatan
dan fasilitas rumah dinas. Manajemen Gapura juga memiliki
kebijakan pembagian bonus tahunan kepada seluruh karyawan
dari laba yang diperoleh setiap tahun, yang diditribusikan
pada tahun berikutnya. Paket remunerasi karyawan tersebut
disesuaikan secara berkala setiap tahun terhadap kenaikan
biaya hidup berdasarkan angka inflasi resmi dari Pemerintah.
Non-mandatory training meanwhile is training that, while
not required by regulations, is deemed important to support
the Company’s operations and improve its performance.
These include training in soft skills such as in management
and leadership. In 2015, Gapura conducted a total of 12,487
training-hours in diverse areas such as legal, human resources,
tax, audit, goods and services procurement, accident/incident
investigation & reporting, and a few others.
The various employee competences development programs
were undertaken according to the Company’s needs as well as
the employee career path, giving due consideration to concepts
of gender equality and equal opportunity for all employees.
Gapura has also begun to implement Knowledge Management
as a strategic initiative in employee competences development.
In the implementation, the Human Capital division facilitated
routine sharing sessions, where employees can contribute as
speakers and otherwise participated in the exchange of ideas,
concepts and information among fellow employees.
Employee Remuneration and Welfare
Employee remuneration and welfare can have a tangible impact
on employee performance and, eventually, on overall company
productivity. A fair and transparent work remuneration system
can be a motivation for employees to strive for their best
performance and to continuously improve their capabilities.
Being assured of their welfare, employees will be able to focus
on their day-to-day work activities.
Gapura provides each employee with a remuneration package
consisting of a basic salary and other financial compensation
that include meal allowance, transportation allowance,
education allowance (for their children) and religious holiday
allowance. Employees at certain positions/functions also
receive allowance for Personnel Competence Certification/
License. Structural staffs also receive additional benefit in the
form of position allowance and company housing facility. Gapura
also has an annual bonus policy for all employees from profits
earned each year, to be distributed in the following year. The
employee remuneration package is regularly adjusted each year
to compensate for the increase in cost of living according to the
official annual inflation figure as released by the Government.
Corporate ProfileManagement reportManagement Discussion & AnalysisBusiness ReportCorporate GovernanceCorporate Social responsibilityCorporate DataFinancial report
03
70 Gapura Angkasa • Laporan Tahunan 2015 Annual Report
Setiap tahun, Gapura memberikan beberapa penghargaan
terhadap karyawan yang berprestasi dalam mendukung
pencapaian target bisnis dan juga penghargaan karyawan
dengan masa kerja aktif tidak terputus. Program penghargaan
yang dilakukan dalam rangka memotivasi karyawan tersebut
tengah diintegrasikan ke dalam suatu sistem remunerasi
berbasis-kinerja yang saat ini sedang disusun sebagai kebijakan
formal perusahaan, dimana imbalan kerja akan dibedakan
berdasarkan kinerja masing-masing individu karyawan. Kinerja
karyawan akan dinilai secara objektif terkait dua aspek, yaitu
aspek pencapaian sasaran kerja serta aspek perilaku kerja dan
man management (bagi personil yang memiliki bawahan).
Selain memberikan tingkat remunerasi yang kompetitif di
pasar bagi karyawannya, Gapura juga memberikan kompensasi
non-finansial yang ditujukan untuk menjaga kesejahteraan
karyawan secara keseluruhan, melalui program pensiun dan
program pelayanan kesehatan karyawan. Sesuai dengan
ketentuan yang ada, seluruh karyawan dan pekerja Perusahaan
diikutsertakan dalam program BPJS Ketenagakerjaan, yang
memberikan manfaat Jaminan Kecelakaan Kerja, Jaminan
Kematian, dan Jaminan Hari Tua. Untuk menjamin kesejahteraan
Each year, Gapura provides employees with rewards in
recognition of their outstanding contribution to business
targets achievement as well as for continuous service
time. Initially designed as additional incentive to motivate
employees, these reward programs are being integrated
into a performance-based remuneration program, currently
under development as a formal company policy, whereby the
employee work compensation will be determined based on
the respective performance of each individual employee. The
system provides for an objective assessment of employee
performance in two areas, namely achievement of work target
and achievement in work behaviour and man management (for
personnel with subordinate staff).
Aside from ensuring a competitive level of work compensation
for its employees, Gapura also provides non-financial
compensation to ensure the overall welfare of employees
through both a pension program and an employee health
service program. In compliance with applicable regulations, the
Company registers all its employees and workers in the BPJS
Ketenagakerjaan, the Government’s worker social security
program, that provides Work Accident, Loss of Life and Old
Age insurance. To ensure the welfare of employees following
71Laporan Tahunan 2015 Annual Report • Gapura Angkasa
karyawan setelah mereka pensiun (di usia 56 tahun), Gapura
memiliki program Tunjangan Hari Tua (THT) yang dikelola oleh
perusahaan asuransi jiwa pihak ketiga, serta Program Pensiun
Iuran Pasti yang dikelola oleh Dana Pensiun Garuda Indonesia.
Gapura menyediakan fasilitas kesehatan yang cukup
komprehensif bagi karyawan. Selain mengikutsertakan seluruh
karyawan dalam program BPJS Kesehatan sesuai ketentuan
yang berlaku, Gapura juga bekerja sama dengan pihak ketiga
dalam penyediaan fasilitas kesehatan untuk rawat jalan dan
rawat inap bagi karyawan dan keluarga inti mereka (istri/
suami dan anak-anak sampai dengan usia 25 tahun). Fasilitas
kesehatan ini tersedia juga untuk karyawan yang telah
pensiun, termasuk istri/suami dan anak mereka.
Hubungan Industrial
Kebebasan berserikat bagi karyawan di Gapura diwujudkan
melalui keberadaan Serikat Pekerja PT Gapura Angkasa
(SIPERKASA). Dengan beranggotakan seluruh karyawan Gapura,
SIPERKASA merupakan wadah yang efektif guna menyuarakan
aspirasi karyawan maupun melindungi kepentingan karyawan
Gapura. Dalam hal ini, SIPERKASA merupakan mitra aktif yang
bersama-sama dengan manajemen Gapura mengupayakan
hubungan yang harmonis antara karyawan dan perusahaan
serta terciptanya lingkungan kerja yang kondusif terhadap
tercapainya tujuan-tujuan karyawan serta perusahaan.
Gapura telah memiliki dokumen Perjanjian Kerja Bersama (PKB)
untuk periode tahun 2015-2016 yang memuat hak dan
kewajiban dari karyawan maupun perusahaan, terkait dengan
hubungan ketenagakerjaan yang ada antara karyawan dan
Gapura. Dokumen PKB dirumuskan bersama oleh manajemen
Gapura dan SIPERKASA sebagai wakil karyawan, serta
diperbaharui dari waktu ke waktu untuk menyesuaikan dengan
perkembangan kondisi yang ada.
Indeks Kepuasan Kerja
Gapura secara berkala melakukan survai kepuasan kerja di
kalangan karyawan, baik untuk karyawan tetap maupun
karyawan alih-daya. Hasil dari survai-survai tersebut kemudian
menjadi umpan-balik untuk perbaikan dan penyempurnaan
berbagai aspek terkait dalam pengelolaan sumber daya
manusia Gapura secara keseluruhan. Pada tahun 2015, survai
yang dilakukan memberikan hasil Indeks Kepuasan Karyawan
sebesar 71% untuk karyawan tetap dan 72% untuk karyawan
alih-daya.
retirement (at the age of 56), Gapura maintains an Old Age
Benefit program managed by an independent life insurance
provider, and a Defined Benefit Pension Program run by the
Garuda Indonesia Pension Fund unit.
Gapura provides comprehensive health facilities for its
employees. In addition to participation in the Government-
sponsored BPJS Kesehatan health insurance program for all
employees, Gapura also cooperates with third-party healthcare
providers in the provision of medical care and hospitalization
facilities for employees and their immediate family members
(spouse and children up to 25 years old). These facilities are
also available to retired employees and their immediate family
members.
Industrial Relations
At Gapura, freedom of association for employees is manifested
through the activities of PT Gapura Angkasa Employee Union
(SIPERKASA). Counting all Gapura employees as its members,
SIPERKASA is an effective vehicle with which to promote the
aspirations of employees as well as to protect their interests.
In this regards, SIPERKASA acts as an active partner to the
management of Gapura in building a harmonious relationship
between employee and the Company, and in creating a work
environment that is conducive towards the achievement of
common objectives of the Company and its employees.
Gapura currently has in force the Collective Labour Agreement
(PKB) document for the 2015-2016 period, which contains
the rights and obligations on the part of employees and the
Company related to the industrial relations between Gapura
and its employees. The PKB document is formulated jointly
by Gapura management and SIPERKASA as representative of
the employees, and is updated regularly to be adjusted with
ongoing developments.
Work Satisfaction Index
Gapura regularly conduct work satisfaction surveys among its
emplo yees, both permanent staff and outsourced personnel.
The results of these surveys serve as feedback to implement
improvement measures in various areas related to issues of
human capital management at Gapura. In 2015, the survey
conducted resulted in an Employee Satisfaction Index score
of 71% for permanent employees and 72% for outsourced
personnel, respectively.
Corporate ProfileManagement reportManagement Discussion & AnalysisBusiness ReportCorporate GovernanceCorporate Social responsibilityCorporate DataFinancial report
03
72 Gapura Angkasa • Laporan Tahunan 2015 Annual Report
Berikut ini adalah pembahasan mengenai kinerja keuangan
PT Gapura Angkasa (“Perseroan” atau “Gapura”) pada tahun
2015. Angka-angka yang berpadanan untuk tahun 2014
disajikan sebagai pembanding maupun untuk keperluan analisis.
Pembahasan berikut ini mengacu kepada Laporan Keuangan
Auditan Perseroan untuk periode tahun buku yang berakhir
pada 31 Desember 2015 dan 31 Desember 2014, yang juga
dilampirkan dalam Laporan Tahunan ini.
Laporan Laba-Rugi
Pendapatan Usaha
Gapura memperoleh Pendapatan Usaha dari aktivitas pada
segmen-segmen usaha utama Perseroan yaitu Ground
Handling, Cargo Handling & Warehousing, dan Bisnis Lain. Pada
tahun 2015, jumlah Pendapatan Usaha tercatat mencapai
sebesar Rp 1.318,82 miliar, tumbuh 9% dari Rp 1.210,44 miliar
yang dibukukan di tahun 2014.
Pendapatan dari Ground Handling, termasuk layanan AHAN
(Aircraft Handling Additional Note) serta penerbangan Haji,
mencapai sebesar Rp 1.089,94 miliar, atau 83% dari total
Pendapatan Usaha pada tahun 2015, dan tercatat tumbuh
10% dari Rp 988,67 miliar di tahun 2014. Pertumbuhan
tersebut sejalan dengan kenaikan produksi jasa Ground
The following is a discussion on the financial performance
of PT Gapura Angkasa (“Gapura” or the “Company”) in 2015.
Corresponding figures for the year 2014 are presented in
comparison and for purposes of analysis.
The following discussion refers to the Company’s Audited
Financial Statements for the fiscal year period ended
December 31, 2015 and December 31, 2015, as attached in
this Annual Report.
Income Statements
Operating Revenues
Gapura derives Operating Revenues from activities in the
Company’s primary business segments of Ground Handling,
Cargo Handling & Warehousing, and Other Businesses. In
2015, Operating Revenues amounted to Rp1,318.82 billion,
increasing by 9% from Rp1,210.44 billion posted in 2014.
Revenues from Ground Handling, including AHAN (Aircraft
Handling Additional Note) services and Hajj flights, amounted
to Rp1,089.94 billion, contributing 83% to total Operating
Revenues in 2015, and representing a growth of 10% over
Rp988.67 billion posted in 2014. The growth in revenues was
generally in line with the 8.3% increase in ground handling
Tinjauan KeuanganFinancial Review
Gapura memperlihatkan kinerja keuangan yang baik di tahun 2015 dengan membukukan peningkatan 54% pada Laba Bersih dan 26% pada Jumlah Aset.
Gapura showed an excellent financial performance in 2015 by posting a 54% increase in Net Income as well as a 26% growth in Total Assets.
73Laporan Tahunan 2015 Annual Report • Gapura Angkasa
Handling sebesar 8,3% dari 255.350 penerbangan di tahun
2014 menjadi 276.564 penerbangan pada tahun 2015.
Pertumbuhan pendapatan segmen ini juga diakibatkan adanya
kenaikan tarif Garuda Indonesia yang meliputi tarif AHAN
sebesar 25% mulai Juni 2015 dan Ground Handling 2,5% mulai
Juli 2015.
Pendapatan dari segmen Warehousing, termasuk layanan
Cargo Handling, tercatat mencapai sebesar Rp 166,34 miliar
pada tahun 2015, naik 5% dari pencapaian pada tahun
sebelumnya sebesar Rp 158,75 miliar.
Pada tahun 2015, pendapatan dari segmen Bisnis Lain tercatat
mencapai sebesar Rp 62,54 miliar, turun 0,8% dari pencapaian
pada tahun 2014 sebesar Rp 63,01 miliar.
Komponen jasa atau layanan yang dominan pada segmen
Bisnis Lain antara lain adalah layanan Hospitality, Passenger
Service Charge Collection, jasa Business Lounge, layanan
Garbarata, serta layanan Security.
Pendapatan dari layanan Business Lounge naik 100% dari
Rp 3,21 miliar di 2014 menjadi Rp 6,42 miliar di tahun 2015.
Pendapatan dari layanan Security meningkat dari Rp 3,59
miliar pada tahun 2014 menjadi Rp 5,83 miliar di tahun 2015,
atau naik 62%, sementara pendapatan dari layanan Garbarata
naik 9% dari Rp 8,94 miliar di tahun 2014 menjadi Rp 9,75
miliar di tahun 2015.
production from 255,350 flights in 2014 to 276,564 flights in
2015. The increase in revenues in this segment also reflected
the increases of 25% in AHAN tariff and 2.5% in Ground
Handling tariff for Garuda Indonesia, beginning in June 2015
and July 2015, respectively.
Revenues from the Warehousing segment, including from
Cargo Handling services, amounted to Rp166.34 billion in
2015, a 5% increase over the amount in 2014 of Rp158.75
billion.
In 2015, revenues from Other Businesses amounted to Rp
62.54 billion, a slight decline from revenues posted in 2014 of
Rp63.01 billion.
The dominant components or services in the Other Businesses
segment are the Hospitality services, Passenger Service
Charge Collection, Business Lounge services, Aerobridge
services, and Security services.
Revenues from Business Lounge services rose 100% from Rp
3.21 billion in 2014 to Rp 6.42 billion in 2015. Revenues from
Security services grew from Rp 3.59 billion in 2014 to Rp 5.83
billion in 2015, or an increase of 62%, while revenues from
Aerobridge services rose by 9% from Rp 8.94 billion in 2014 to
Rp 9.75 billion in 2015.
Corporate ProfileManagement reportManagement Discussion & AnalysisBusiness ReportCorporate GovernanceCorporate Social responsibilityCorporate DataFinancial report
03
74 Gapura Angkasa • Laporan Tahunan 2015 Annual Report
Beban Pokok Penjualan
Beban Pokok Penjualan tercatat sebesar Rp 1.126,29 miliar
pada tahun 2015, naik 8% dari Rp 1.046,45 miliar di tahun
2014. Komponen yang mengalami kenaikan adalah beban jasa
Ground Handling dan beban jasa Bisnis Lainnya, sementara
beban jasa Warehousing tercatat Rp 81,03 miliar pada tahun
2015, turun 20% dari Rp 101,42 miliar di tahun 2014.
Beban Usaha
Beban Usaha terdiri dari Beban Pemasaran serta Beban Umum &
Administrasi. Total Beban Usaha pada tahun 2015 adalah sebesar
Rp 107,18 miliar, turun signifikan dibandingkan Rp 148,96 miliar
pada tahun 2014.
Beban Pemasaran mencapai sebesar Rp 5,75 miliar pada tahun
2015, naik sedikit dari sebesar Rp 5,48 miliar di tahun sebelumnya.
Beban Umum & Administrasi tercatat sebesar Rp 101.43 miliar
pada tahun 2015 turun 29% dari Rp 143.48 miliar yang tercatat
di tahun 2014. Komponen-komponen utama Beban Umum &
Administrasi antara lain adalah Beban Pegawai, Beban Sewa
dan Beban Kantor. Beban Pegawai berkontribusi lebih dari 50%
dari total Beban Umum & Administrasi, dan mencapai sebesar Rp
60,92 miliar pada tahun 2015. Jumlah tersebut naik dari Rp 50,92
miliar di tahun 2014, sejalan dengan kenaikan pada imbalan kerja
dan kesejahteraan karyawan Perseroan.
Penurunan signifikan pada Beban Umum & Administrasi
disebabkan oleh pencatatan Beban Imbalan Pasca Kerja, dimana
pada tahun 2014 tercatat sebesar Rp 29,56 miliar, sementara
pada tahun 2015 Perseroan membukukan koreksi (negatif) atas
pembebanan pencadangan imbalan pasca kerja sebesar Rp 10,13
miliar untuk menyesuaikan dengan pemberlakuan PSAK 24.
Pendapatan (Beban) Lain-lain
Perseroan mencatat Beban Lain-lain - bersih sebesar Rp 11,6
miliar pada tahun 2015, sementara membukukan Pendapatan
Lain-lain - bersih sebesar Rp 49,53 miliar di tahun 2014. Hal
ini disebabkan adanya koreksi beban sebesar Rp16,71 Miliar
(pendapatan lain-lain tahun 2014 sebesar Rp44,76 Miliar
dikoreksi menjadi Rp28,05 Miliar) serta penjualan asset tanah
sebesar Rp27 Miliar yang tidak terealisasi.
Cost of Service
Cost of Service amounted to Rp 1,126.29 billion in 2015, up
8% from Rp 1,046.45 billion in 2014. Increases were recorded
on the cost of service components for Ground Handling
and for Other Businesses, while the cost of service for the
Warehousing segment posted a decline 20% to Rp 81.03
billion in 2015, from Rp 101.42 billion in 2014.
Operating Expenses
Operating Expenses consists of marketing Expenses and
General & Administrative Expenses. Total Operating Expenses
amounted to Rp 107.18 billion, significantly down from Rp
148.96 billion posted in 2014.
Marketing Expenses amounted to Rp 5.75 billion in 2015,
slightly increasing from Rp 5.48 billion posted in the previous
year.
General & Administrative Expenses amounted to Rp 101.43
billion in 2015, down 41% from Rp 143.48 billion posted in
2014. The main components of General & Administrative
expenses are Employee Expenses, Rent Expenses, and Office
Expenses. Employee Expenses contributed more than 50% to
total General & Administrative Expenses, and amounted to Rp
60.92 billion in 2015. The amount represented an increase
over Rp 50.92 billion in 2014 in line with increases in the
Company’s employee wages and benefits.
The significant decline in General & Administrative Expenses
was mainly due to the posting of Post-Service Employee
Benefit Expenses, which amounted to Rp 29.56 billion in 2014,
while in 2015 the Company posted a negative adjustment
of Rp 10.13 billion for post-service employee benefits
calculations as a result of the implementation of SFAS 24.
Other Revenues (Expenses)
The Company posted Other Expenses - net in the amount of
Rp 11.6 billion in 2015, compared with Rp 49.53 billion in Other
Revenues - net that was posted in 2014. This mainly reflected
the revenue for employee transfer from Parent Entity of Rp
44.76 billion posted in 2014, and a negative adjustment of Rp
16.71 billion posted in 2015 against the revenue for employee
transfer posted in the previous year.
75Laporan Tahunan 2015 Annual Report • Gapura Angkasa
Laba (Rugi) sebelum pajak
Laba sebelum pajak adalah sebesar Rp 77,89 miliar pada tahun
2015, dibandingkan Rp 62,96 miliar yang dibukukan pada
tahun 2014.
Laba (Rugi) bersih
Setelah memperhitungkan beban pajak penghasilan badan
sebesar Rp 24,09 miliar dan Rp 27,77 miliar berturut-turut
pada tahun 2015 dan 2014, Perseroan membukukan laba
bersih sebesar Rp 53,80 miliar pada tahun 2015, meningkat
54% dari laba bersih sebesar Rp 34,82 miliar di tahun 2014.
Posisi Keuangan
Jumlah Aset
Jumlah Aset Perseroan per 31 Desember 2015 tercatat sebesar
Rp 1.004,79 miliar, meningkat sebesar 26% dibandingkan
jumlah asset setahun sebelumnya sebesar Rp 796.2 miliar.
Aset Lancar dan Aset Tetap berkontribusi masing-masing 38%
dan 62% pada Jumlah Aset Perseroan di akhir tahun 2015.
Aset Lancar
Jumlah Aset Lancar tercatat sebesar Rp 382.93 miliar pada
akhir tahun 2015, atau 14% lebih besar dari Rp 335,07 miliar
setahun sebelumnya. Dalam periode yang diperbandingkan,
kenaikan tersebut terutama mencerminkan kenaikan Kas dan
Setara Kas sebesar Rp 25.9 miliar, kenaikan Piutang Usaha
kepada Pihak Berelasi sebesar Rp 30.37 miliar, serta kenaikan
pada Pajak Dibayar Dimuka sebesar Rp 31.61 miliar, yang
dikompensasi sebagian oleh penurunan pada Pendapatan
yang Masih Harus Diterima sebesar Rp 37,20 miliar.
Aset Tetap
Per akhir tahun 2015, aset tetap Perseroan, setelah dikurangi
akumulasi penyusutan, tercatat sebesar Rp 579.05 miliar,
meningkat 41% dari Rp 408,39 miliar setahun sebelumnya.
Kenaikan ini terutama mencerminkan kenaikan pada aset sewa
pembiayaan Ground Support Equipment.
Jumlah Liabilitas
Jumlah Liabilitas Perseroan mencapai sebesar Rp 604,79
miliar pada akhir tahun 2015, lebih tinggi dari Jumlah Liabilitas
setahun sebelumnya sebesar Rp 458.77 miliar. Kenaikan
tersebut berasal dari kenaikan pada komponen Liabilitas
Jangka Pendek maupun Liabilitas Jangka Panjang Perseroan.
Pre-Tax Income (Loss)
Pre-tax income amounted to Rp 77.89 billion in 2015,
compared with pre-tax income of Rp 62.47 billion posted in
2014.
Net Income (Loss)
After calculations for income tax expenses of Rp 24.09 billion
and Rp 27.65 billion, respectively in 2015 and 2014, the
Company ended with a net income of Rp 53.80 billion in 2015,
an increase of 54% over net income of Rp 34.82 billion posted
in 2014.
Financial Positions
Total Assets
The Company’s Total Assets as at December 31, 2015,
amounted to Rp 1,004.79 billion, an increase of 28% compared
with total assets a year previously at Rp 786.99 billion.
Current Assets and Fixed Assets contributed 38% and 62%,
respectively, to the Company’s Total Assets at year-end 2015.
Current Assets
Current Assets amounted to Rp 382.97 billion at year-end
2015, up by 14% from Rp 335.07 billion a year earlier. During
the period being analysed, the increase mainly reflected an
increase of Rp 25.9 billion in Cash and Cash Equivalent, an
increase of Rp 32.09 billion in Trade Receivables to Related
Parties, and an increase of Rp 31.62 billion in Prepaid Taxes.
This was partly compensated by a decline of Rp 37.20 billion
in Accrued Revenues.
Fixed Assets
Per akhir tahun 2015, aset tetap Perseroan, setelah dikurangi
akumulasi penyusutan, tercatat sebesar Rp 579.05 Rp
577,41 miliar, meningkat 41% dari Rp 408,39 miliar setahun
sebelumnya. Kenaikan ini terutama mencerminkan kenaikan
pada aset sewa pembiayaan Ground Support Equipment.
Total Liabilities
The Company’s Total Liabilities amounted to Rp 604.82
billion as at year-end 2015, up from Rp 458.77 billion of Total
Liabilities recorded a year before, reflecting increases in the
Company’s Current Liability as well as Non-Current Liability.
Corporate ProfileManagement reportManagement Discussion & AnalysisBusiness ReportCorporate GovernanceCorporate Social responsibilityCorporate DataFinancial report
03
76 Gapura Angkasa • Laporan Tahunan 2015 Annual Report
Liabilitas Jangka Pendek
Liabilitas jangka pendek naik 23% dari Rp 202,87 miliar per
akhir tahun 2014 menjadi sebesar Rp 249,02 miliar pada
akhir tahun 2015. Kenaikan tersebut terutama mencerminkan
adanya tambahan bagian yang jatuh tempo dalam satu tahun
dari Utang Bank serta Liabilitas Sewa Pembiayaan sebesar
masing-masing Rp 21,0 miliar dan Rp 26,24 miliar.
Liabilitas Jangka Panjang
Liabilitas jangka panjang Perseroan berupa Utang Bank,
Liabilitas Sewa Pembiayaan serta Liabilitas Imbalan Pasca
Kerja tercatat naik 39% dari Rp 255.9 miliar di akhir tahun
2014 menjadi Rp 355.78 miliar di akhir tahun 2015.
Kenaikan pada liabilitas jangka panjang Perseroan terutama
mencerminkan timbulnya Liabilitas Sewa Pembiayaan sebesar
Rp 176,42 miliar, yang dikompensasi oleh penurunan sebesar
Rp 31,54 miliar pada Liabilitas Imbalan Pasca Kerja dan
penurunan sebesar Rp 45,0 miliar pada Utang Bank Perseroan.
Ekuitas
Jumlah Ekuitas Perseroan tercatat tumbuh sebesar Rp 62,54
miliar, atau 19%, menjadi Rp 399,97 miliar pada akhir tahun
2015, dibandingkan Rp 337,43 miliar setahun sebelumnya.
Pertumbuhan ekuitas tersebut mencerminkan adanya
kenaikan pada saldo Laba Ditahan, dari penambahan laba
bersih tahun 2015 sebesar Rp 53,80 miliar, menjadi sebesar
Rp 78,85 miliar yang dibukukan pada tahun 2015.
Arus Kas
Kas dan setara kas tercatat mencapai sebesar Rp 76,35 miliar
pada akhir tahun 2015, dibandingkan Rp 50,45 miliar pada
posisi setahun sebelumnya.
Arus Kas Bersih dari Aktivitas Operasi
Jumlah arus kas bersih dari aktivitas operasi tercatat sebesar
Rp 64,49 miliar pada tahun 2015, dibandingkan dengan arus
kas bersih yang digunakan untuk aktivitas operasi sebesar
Rp 47,04 miliar pada tahun 2014. Pada tahun 2015 Gapura
mencatat kenaikan Rp 209 miliar dari penerimaan kas dari
pelanggan, kenaikan penerimaan uang muka dan biaya dibayar
Current Liability
Current Liability was up by 23% from Rp 202.87 billion at
year-end 2014 to Rp 249.04 billion at the end of 2015. The
increase in Current Liability mainly reflected increases in the
current maturity portions of Bank Borrowings and Lease
Liability of Rp 21.0 billion and Rp 26.24 billion, respectively.
Non-Current Liability
The Company’s Non-Current Liability consists of Bank
Borrowings, Lease Liability and Post-Service Liability, and
recorded an increase of 39% from Rp 255.9 billion at year-end
2014 to Rp 355.78 billion at the end of 2015.
The increase in the Company’s non-current liability mainly
reflected the posting of Rp 176.42 billion of Lease Liability in
2015, which was compensated by a decline of Rp 31.54 billion
in Post-Service Liability and a decline of Rp 45.0 billion in Bank
Borrowings.
Shareholders’ Equity
The Company’s Shareholders’ Equity grew by Rp 62.54
billion, or 19%, to reach Rp 399.97 billion at year-end 2015,
compared with Rp 337.43 billion a year previously. The growth
in shareholders’ equity mainly reflected the increase in the
balance of Retained Earnings with the addition of Rp 53.80
billion in net income from operations in 2015, to Rp 78.85
billion as at year end 2015.
Cash Flows
Cash and cash equivalents amounted to Rp 76.35 billion at
year-end 2015, compared with its position a year earlier at Rp
50.45 billion.
Net Cash Provided by Operating Activities
Net cash provided by operating activities amounted to Rp
63.7 billion in 2015, compared with net cash used in operating
activities of Rp 47.04 billion that was posted in 2014. In 2015,
Gapura recorded an increase of Rp 209 billion in cash receipt
from customers, an increase of advances received and pre-
77Laporan Tahunan 2015 Annual Report • Gapura Angkasa
dimuka sebesar Rp 4,6 miliar, kenaikan pembayaran pajak
sebesar Rp 8 miliar, kenaikan pembayaran kepada pemasok Rp
154,8 miliar, dan penurunan pembayaran dividen, bonus dan
tantiem sebesar Rp 60,7 miliar.
Arus Kas Bersih untuk Aktivitas Investasi
Arus kas bersih digunakan untuk aktivitas investasi adalah
sebesar Rp 14,59 miliar pada tahun 2015, dibandingkan
arus kas bersih diperoleh dari aktivitas investasi sebesar
Rp 13,23 miliar di tahun 2014. Gapura mencatat kenaikan
dalam perolehan aset tetap sebesar Rp 536 miliar serta
kenaikan pada aset tak berwujud dan aset lain-lain sebesar
Rp 27,28 miliar, pada tahun 2015.
Arus Kas Bersih untuk Aktivitas Pendanaan
Arus kas bersih digunakan untuk aktivitas pendanaan adalah
sebesar Rp 24,0 miliar pada tahun 2015. Pada tahun 2014,
kas bersih diperoleh dari aktivitas pendanaan tercatat sebesar
Rp 21,26 miliar.
Rasio-Rasio Keuangan Penting Key Financial Ratios
2015 2014
Rasio Lancar (%) 153.8 165.2 Rasio Lancar (%)
Return on Assets (%) 6.7 4.4 Return on Assets (%)
Return on Equity (%) 13 10 Return on Equity (%)
Debt to Assets (x) 0,5 0,6 Debt to Assets (x)
Debt to Equity (x) 1 1,4 Debt to Equity (x)
paid expenses of Rp 4.6 billion, an increase of pre-paid taxed
of Rp 8 billion, an increase of Rp 155.5 billion in payment to
suppliers, and a decline of Rp 60.8 billion in dividend, bonus and
tantiem payment.
Net Cash Used in Investing Activities
Net cash used in investing activities amounted to Rp 13.8
billion in 2015, compared with net cash provided from
investing activities of Rp 13.23 billion in 2014. In 2015,
Gapura recorded an increase of Rp 1.9 billion in fixed assets,
as well as an increase of Rp 29.23 billion in intangible assets
and other assets.
Net Cash Used in Financing Activities
Net cash used in financing activities amounted to Rp 24.0
billion in 2015. In 2014, net cash provided by financing
activities amounted to Rp 21.26 billion.
Corporate ProfileManagement reportManagement Discussion & AnalysisBusiness ReportCorporate GovernanceCorporate Social responsibilityCorporate DataFinancial report
04
Transformasi bisnis Perseroan mencakup peningkatan
penerapan prinsip-prinsip Tata Kelola Perusahaan yang baik
untuk mewujudkan perusahaan yang terpercaya, berkinerja
unggul dan mampu tumbuh secara berkesinambungan.
The Company’s business transformation includes the improvement in the implementation of Good Corporate Governance practices to promote trust from the stakeholders, excellent performances, and sustainable growth.
79Laporan Tahunan 2015 Annual Report • Gapura Angkasa
Rapat Umum Pemegang Saham
Dewan Komisaris
Direksi
Komite Audit
Audit Internal
Sekretaris Perusahaan
Nilai-nilai budaya perusahaan
Kode etik perilaku
Rapat Umum Pemegang SahamDewan Komisaris Direksi Komite Audit Audit Internal Sekretaris Perusahaan Nilai-nilai budaya perusahaan Kode etik perilaku
12
14
15
16
12
14
15
16
Tata Kelola Perusahaan
Good Corporate Governance
Corporate ProfileManagement reportManagement Discussion & AnalysisBusiness ReportCorporate GovernanceCorporate Social responsibilityCorporate DataFinancial report
04
80 Gapura Angkasa • Laporan Tahunan 2015 Annual Report
Tata Kelola Perusahaan Tata Kelola PerusahaanGood Corporate Governance
Landasan Pelaksanaan GCG
Penerapan GCG di Peseroan mengacu kepada landasan yuridis,
antara lain:
1. Undang-Undang No. 40/2007 tentang Perseroan Terbatas
2. Undang-Undang No. 19/2003 tentang Badan Usaha Milik
Negara (BUMN)
3. Undang-Undang No. 20/2001 tentang Perubahan atas
Undang-Undang No. 31/1999 tentang Pemberantasan
Tindak Pidana Korupsi
4. Peraturan Pemerintah No. 44/2005 tentang Tata Cara
Penyertaan dan Penatausahaan Modal Negara pada BUMN
dan Perseroan Terbatas
5. Peraturan Menteri Negara BUMN No. PER-03/MBU/2012
tentang Pedoman Pengangkatan Anggota Direksi dan
Anggota Dewan Komisaris Anak Perusahaan BUMN
6. Peraturan Menteri Negara BUMN No. PER-09/MBU/2012
tentang Perubahan atas Peraturan Menteri Negara BUMN
No. PER-01/MBU/2011 tentang Penerapan Tata Kelola
Perusahaan yang Baik (GCG) pada BUMN
7. Surat Keputusan Sekretaris Kementerian Negera BUMN
No. SK-16/S.MBU/2012 tanggal 6 Juni 2012 tentang
Indikator/Parameter Penilaian dan Evaluasi Atas Penerapan
Tata Kelola Perusahaan yang Baik (Good Corporate
Governance) pada Badan Usaha Milik Negara
8. Keputusan Menteri Negara BUMN No. PER-12/MBU/2012
tentang Organ Pendukung Dewan Komisaris
Basis for GCG Implementation
GCG implementation in the Company refers to, among others,
the following rules and regulations:
1. Law No. 40/2007 of Limited Liability Company
2. Law No. 19/2003 of State Owned Companies (BUMN)
3. Law No. 20/2001 of Amendment to Law No. 31/1999 of
Eradication of Corruption Practices
4. Government Regulation No. 44/2005 of Procedures of
Investment and Administration of State Capital in State
Owned Companies and Limited Liability Companies
5. Regulation of Ministry of State Owned Companies No.
PER-03/MBU/2012 of Guidelines for the Appointment of
BOD and BOC of Subsidiaries of State Owned Companies
6. Regulation of Ministry of State Owned Companies No. PER-
09/MBU/2012 of Amendment to Regulation of Ministry of
State Owned Companies No. PER-01/MBU/2011 of Good
Corporate Governance (GCG) Implementation in State
Owned Companies
7. Decision Letter of Ministry of State Owned Companies No.
SK-16/S.MBU/2012 dated 6 June 2012 of Assessment
Indicator and Evaluation of Good Corporate Governance in
State Owned Companies
8. Decision of Ministry of State Owned Companies No. PER-
12/MBU/2012 of Supporting Organs to BOC
Penerapan Good Coporate Governance (GCG) adalah bagian integral dari kegiatan usaha Perseroan.
The implementation of Good Corporate Governance (GCG) serves as an integral part of the Company’s business activities.
81Laporan Tahunan 2015 Annual Report • Gapura Angkasa
9. Pedoman GCG Indonesia Tahun 2006 Komite Nasional
Kebijakan Governance (KNKG)
10. Anggaran Dasar PT Gapura Angkasa beserta perubahannya
Tujuan Penerapan GCG
Penerapan GCG di Perseroan tidak hanya semata-mata
memenuhi kewajiban Perseroan sebagai anak perusahaan
BUMN, namun lebih khusus bertujuan untuk menjamin
tercapainya misi Perseroan serta menjaga kepentingan
pemegang saham maupun stakeholder.
Prinsip-prinsip GCG yaitu transparansi, akuntabilitas,
pertanggungjawaban, kemandirian dan kewajaran akan
meningkatkan nilai perusahaan, serta mampu mengendalikan
dan mengarahkan hubungan antara pemegang saham, dewan
komisaris, direksi, karyawan, pelanggan, mitra usaha, kreditur
serta masyarakat dan lingkungan.
Melalui penerapan GCG diharapkan pula pengelola Perseroan
akan membuat keputusan dan menjalankan tindakan dengan
dilandasi moral yang tinggi, kepatuhan terhadap peraturan
perundang-undangan, serta kesadaran tanggung jawab sosial,
guna mencegah penyimpangan dan meningkatkan kontribusi
Perseroan dalam perekonomian nasional.
Penerapan GCG secara konsisten dan berkesinambungan
pada akhirnya akan meningkatkan kepercayaan stakeholder,
sehingga Perseroan memiliki daya saing yang kuat baik
di lingkup nasional maupun internasional, yang akan
meningkatkan keberlangsungan bisnis dalam jangka panjang
(sustainability).
9. Indonesia GCG Guidelines Year 2006 of National Committee
for GCG Policy
10. Articles of Association of PT Gapura Angkasa and its
amendments
Objectives of GCG Implementation
GCG implementation in the Company is not solely intended to
meet its obligations as a subsidiary of a state-owned company,
but specifically aimed to achieve the Company’s mission and
to protect the interest of the shareholders and stakeholders.
GCG principles which include transparency, accountability,
responsibility, independence and fairness would increase
the Company’s values, and would manage and direct the
relationships among shareholders, BOC, BOD, employees,
customers, business partners, creditors and public and
business environment.
GCG implementation is also expected to guide the Company’s
leaders in making the decisions and taking the actions
based on the high moral values, compliance with rules and
regulations, and social responsibility awareness, to prevent
any nonconformity and to increase the Company’s contribution
to national economy.
Consistent and sustainable GCG implementation will in turn
strengthen the trust of stakeholders, so that the Company has
strong competitive advantages in national and international
scope, which will improve the Company’s sustainability in the
long run.
Corporate ProfileManagement reportManagement Discussion & AnalysisBusiness ReportCorporate GovernanceCorporate Social responsibilityCorporate DataFinancial report
04
82 Gapura Angkasa • Laporan Tahunan 2015 Annual Report
Tahapan dan Aspek Penerapan GCG
Untung peningkatan kualitas penerapan GCG di Perseroan,
dilakukan penerapan melalui 3 (tiga) tahapan yaitu Persiapan,
Implementasi dan Evaluasi secara berkesinambungan dan
berkelanjutan. Tahapan inilah yang akan menjadi road map bagi
penerapan Implementasi GCG di Gapura, sehingga proses Tata
Kelola menjadi lebih terstruktur dan efisien.
Aspek-aspek penerapan GCG di Gapura secara
terinci terdiri dari:
1. Komitmen Tata Kelola (Governance Commitment)
a. Visi dan Misi
b. Nilai-nilai Perusahaan
c. Pedoman Dewan Komisaris
d. Pedoman Direksi
e. Kode Etik
f. Perjanjian Kerja Bersama
2. Struktur Tata Kelola (Governance Structure)
a. Organ utama
i. RUPS
ii. Dewan Komisaris
iii. Direksi
b. Organ pendukung
i. Komite-Komite
ii. Sekretaris Dewan Komisaris
iii. Sekretaris Perusahaan
iv. Internal Auditor
v. Safety, Security & Quality Assurance Unit
c. Kebijakan dan Prosedur
i. Pedoman pengadaan barang dan jasa
ii. Whistleblowing system
iii. Pedoman gratifikasi
iv. Pedoman benturan kepentingan
d. Proses Tata Kelola (governance process)
i. Rencana jangka panjang serta rencana kerja dan
anggaran
ii. Pendelegasian wewenang RUPS, Dewan Komisaris
dan Direksi
iii. Pengelolaan keuangan
iv. Manajemen mutu dan risiko
v. Sistem pengendalian internal
vi. Sistem penilaian kinerja dan remunerasi
vii. Pengelolaan benturan kepentingan
viii. Pelaksanaan RUPS
ix. Pelaksanaan fungsi, tugas dan tanggung jawab
Dewan Komisaris dan Direksi
Stages and Aspects of GCG Implementation
To improve the quality of GCG implementation, the
Company undertakes 3 (three) steps which are Preparation,
Implementation and Evaluation in a continuous and sustainable
manner. Those stages would serve as the road map for the
implementation of GCG in Gapura so as to achieve a more
structured and efficient good governance process.
More detailed aspects of GCG implementation in
Gapura are as follows:
1. Governance Commitment
a. Vision and mission
b. Corporate values
c. BOC Guidelines
d. BOD Guidelines
e. Code of Ethics
f. Collective Labor Agreement
2. Governance Structure
a. Main organ
i. General Shareholder Meeting
ii. BOC
iii. BOD
b. Supporting organ
i. Committees
ii. BOC Secretary
iii. Corporate Secretary
iv. Internal Auditor
v. Safety, Security & Quality Assurance Unit
c. Policies and Procedures
i. Guidelines of Procurement of Goods and Services
ii. Whistleblowing system
iii. Gratification guidelines
iv. Conflict of interest guidelines
d. Governance Process
i. Long term plan and work and budget plan
ii. Delegation of authorities of GSM, BOC and BOD
iii. Financial management
iv. Quality and risk management
v. Internal control system
vi. Performance evaluation system and remuneration
vii. Management of conflict of interest
viii. Conduct of GSM
ix. Conduct of BOC and BOD functions, duties and
responsibilities
83Laporan Tahunan 2015 Annual Report • Gapura Angkasa
x. Pelaksanaan kegiatan usaha ground handling dan
jasa terkait bandar udara lainnya
xi. Pengelolaan sumber daya manusia
xii. Tanggung jawab sosial dan lingkungan
xiii. Tata kelola teknologi informasi
xiv. Tanggung jawab sosial perusahaan
xv. Pengelolaan keselamatan dan kesehatan kerja
xvi. Pengelolaan aset
xvii. Pengelolaan dokumen dan arsip perusahaan
GCG Manual
Gapura telah memiliki kelengkapan GCG Manual yang
mencakup kebijakan tata kelola perusahaan (code of corporate
governance), Board Manual yang merupakan panduan kerja
Dewan Komisaris dan Direksi beserta komite dan organ
pendukungnya, serta prosedur dan kebijakan pendukung
lainnya seperti kebijakan whistleblowing system, pedoman
gratifikasi, pedoman benturan kepentingan, kebijakan audit,
kebijakan manajemen risiko dan sebagainya.
Secara berkala GCG Manual ini dilakukan evaluasi dan dikaji
ulang dalam rangka penyempurnaan dengan mengacu pada
kondisi serta kebutuhan Perseroan namun tetap tidak lepas
dari acuan serta prinsip-prinsip GCG yang berlaku.
Asesmen Penerapan GCG
Dalam rangka evaluasi kinerja organ perusahaan dalam
menerapkan prinsip-prinsip GCG, pada tahun 2015 telah
dilaksanakan self assessment penerapan GCG selama periode
tahun 2014.
Tujuan dari asesmen GCG tersebut adalah:
1. Mengukur kualitas penerapan GCG melalui penilaian
tingkat pemenuhan kriteria GCG dengan kondisi nyata
yang diterapkan pada Gapura.
2. Mengidentifikasi kekuatan dan kelemahan penerapan
GCG, serta mengusulkan rekomendasi perbaikan untuk
mengurangi celah antara kriteria GCG dan penerapan pada
Perseroan
3. Memonitor konsistensi penerapan GCG dan memperoleh
masukan untuk penyempurnaan dan pengembangan
kebijakan GCG selanjutnya.
x. Conduct of ground handling business activities
and other related airport services
xi. Human resources management
xii. Social and environmental responsibility
xiii. Information technology governance
xiv. Corporate social responsibility
xv. Work health and safety management
xvi. Asset management
xvii. Management of company’s documents and
archives
GCG Manual
Gapura already maintains a comprehensive GCG Manual which
covers the code of corporate governance, Board Manual which
serves as a work guideline for BOC and BOD and committee
and supporting organs, and other supporting procedures
and policies such as whistleblowing system, gratification
guidelines, guidelines for conflict of interest, audit policies, risk
management policies and others.
GCG Manual is periodically evaluated and reviewed for
improvement purpose by considering the Company’s conditions
and needs yet not departing from the prevailing GCG principles.
Assessment of GCG Implementation
For the purpose of evaluation the performance of the
Company’s organs in implementing GCG principles, in 2015
the Company has performed self-assessment of GCG
implementation during 2014.
The objectives of such GCG assessment are as follows:
1. Measuring the quality of GCG implementation by assessing
the level of GCG criteria being met compared to the factual
condition noted in Gapura.
2. Identifying the strengths and weaknesses of GCG
implementation, and providing corrective recommendations
to minimize the gap between GCG criteria and its
implementation in the Company
3. Monitoring the consistency of GCG implementation and
obtaining inputs for the improvements and developments
of GCG policies in the future.
Corporate ProfileManagement reportManagement Discussion & AnalysisBusiness ReportCorporate GovernanceCorporate Social responsibilityCorporate DataFinancial report
04
84 Gapura Angkasa • Laporan Tahunan 2015 Annual Report
Ruang lingkup pelaksanaan asesmen GCG meliputi seluruh
aspek yang mendukung pelaksanaan GCG terbagi dalam 6 hal
pokok, yaitu:
1. Komitmen terhadap penerapan GCGF secara berkelanjutan
2. Pemegang Saham dan RUPS
3. Dewan Komisaris
4. Direksi
5. Pengungkapan informasi dan transparansi
6. Aspek lainnya
Rapat Umum Pemegang Saham
Rapat Umum Pemegang Saham (RUPS) merupakan forum
tertinggi organ perusahaan yang memiliki wewenang yang
tidak diberikan kepada Dewan Komisaris dan Direksi maupun
organ pembantu dalam Perseroan. RUPS merupakan wadah
bagi Pemegang Saham dalam melaksanakan wewenangnya.
RUPS Tahunan diadakan tiap-tiap tahun yang meliputi Rapat
Umum Pemegang Saham yang menyetujui Laporan Tahunan
dan Rapat Umum Pemegang Saham yang menyetujui Rencana
Kerja dan Anggaran Perusahaan.
RUPS Luar Biasa dilaksanakan sewaktu-waktu berdasarkan
kebutuhan untuk membicarakan dan memutuskan mata acara
rapat selain dari mata Acara Rapat yang dibahas pada RUPS
Tahunan.
Pada tahun 2015 Perseroan telah melaksanakan RUPS
sebanyak 3 (tiga) kali.
RUPS tanggal 7 Mei 2015
RUPS yang pertama diselenggarakan pada tanggal 7 Mei
2015 dengan agenda Laporan Manajemen Tahun buku 2014,
dengan keputusan sebagai berikut:
1. Pemegang saham utama menyetujui laporan tahunan
dan mengesahkan perhitungan tahunan PT Gapura
Angkasa Tahun Buku 2014 yang telah diaudit oleh KAP
Independen dengan pendapat "Wajar Tanpa Pengecualian"
sebagaimana dimaksud dalam laporan No. GA-115/0530/
GAP/FAN.
2. Pemegang Saham utama memberikan pembebasan
dan pelunasan tanggung jawab (acquit et decharge)
sepenuhnya kepada Direksi dan Dewan Komisaris atas
pengelolaan dan pengawasan Perseroan untuk tahun
buku yang berakhir pada 31 Desember 2014 atas segala
tindakan sesuai bidang masing-masing dalam mengelola
The scope of GCG assessment which covers all aspects
supporting the GCG implementation is divided into 6 main
areas which are as follows:
1. Commitment to sustainable GCG implementation
2. Shareholders and GSM
3. BOC
4. BOD
5. Disclosure of information and transparency
6. Other aspects
General Shareholders Meeting (GSM)
General Shareholders Meeting (GSM) represents the highest
forum of the Company’s organs which have the authorities not
granted neither to BOC nor BOD nor supporting organs in the
Company. GSM serves as a forum for shareholders to exercise
their authorities.
Annual GSM is conducted annually which includes GSM which
approves the Annual Report and GSM which approves the
Company’s Work Plan and Budget.
Extraordinary GMS may be held from time to time as deemed
necessary to discuss and decide the meeting agenda other
than the Meeting Agenda discussed in Annual GSM.
In 2015 the Company already held 3 (three) General
Shareholders Meetings.
GSM held on 7 May 2015
The first GSM was held on 7 May 2015 with the agenda of
Management Report 2014, with the following resolutions:
1. Majority shareholders approved the Annual Report and
financial statements of PT Gapura Angkasa for the year
ended 31 December 2014 audited by independent
auditors with unqualified opinion as disclosed in Report
No. GA-115/0530/GAP/FAN.
2. Majority shareholders granted full acquittal and dismissal
of responsibilities (acquit et decharge) to BOD and BOC for
all of their respective management and supervisory duties
85Laporan Tahunan 2015 Annual Report • Gapura Angkasa
yang menyimpang dari laporan akuntan independen
tersebut.
3. Pemegang saham utama menyetujui revaluasi aset tanah
sebesar Rp 39,01 miliar dicatat sebagai ekuitas dan telah
dibukukan di Laporan Audit tahun 2014.
4. Pemegang saham utama menyetujui cadangan
pengembangan usaha sebesar Rp 119 miliar dialokasikan
menjadi kewajiban Imbalan Pasca Kerja dan sudah
dibukukan dalam Laporan Keuangan Audited 2014.
5. Pemegang saham utama menyetujui selisih laba re-state
tahun 2012 dan tahun 2013 sebesar Rp 13,99 miliar
menjadi cadangan pengembangan usaha (selisih laba re-
state 2012 sebesar Rp 21 miliar dan selisih laba re-state
2013 sebesar Rp 7,01 miliar).
6. Untuk memudahkan penyusunan Laporan Keuangan
konsolidasi rapat menyetujui penunjukan Akuntan Publik
untuk Laporan Keuangan tahun buku 2015, disesuaikan
dengan auditor yang ditunjuk oleh Induk Perusahaan,
dengan tetap mengacu kepada Tata Kelola Perusahaan
yang Baik.
7. Mempertimbangkan bahwa cadangan pengembangan
usaha telah dialokasikan untuk kewajiban Imbalan
Pasca Kerja dan rencana PT Gapura Angkasa pada tahun
2015 dan 2016 melakukan pembenahan internal, maka
pemegang saham utama menyetujui agar deviden tahun
2014 dari laba setelah pajak tidak dibagikan.
8. Pemegang saham utama menyetujui penggunaan logo
baru dan agar disertai dengan peningkatan service dan
profit margin Perseroan.
9. Menyetujui pemberian tantiem kepada pengurus (Direksi
dan Dewan Komisaris), dimana jumlah dan pembagiannya
ditetapkan terpisah oleh Pemegang Saham utama yang
merupakan bagian dari keputusan RUPS ini. Pemberian
tantiem ini mempergunakan anggaran 2014 dan 2015
yang besarnya diserahkan kepada pengurus untuk
menentukan besarnya porsi masing-masing tahun
anggaran dimaksud.
RUPS tanggal 28 Oktober 2015
RUPS kedua adalah RUPS Luar Biasa dengan agenda Perubahan
Susunan Direksi dan Dewan Komisaris, menghasilkan
keputusan:
1. Memberhentikan dengan hormat nama-nama Direksi
Perseroan di bawah ini:
a. Tharian sebagai Direktur Strategi dan SDM
b. Heru Legowo sebagai Direktur Keuangan
c. Hariyanto sebagai Direktur Operasi
over the Company for the year ended 31 December 2014
departing from such independent auditors report.
3. Majority shareholders approved the asset revaluation
of land amounting to Rp 39.01 billion to be recorded as
equity and already disclosed in Audit Report 2014.
4. Majority shareholders approved the reserve for business
development amounting to Rp 119 billion to be allocated
as Post Retirement Benefits costs already disclosed in the
audited financial statements 2014.
5. Majority shareholders approved the differences in re-
stated earnings in 2012 and 2013 amounting to Rp 13.99
billion to be recorded as reserve of business development
(differences amounting to Rp 21 billion and Rp 7.01 billion
in 2012 and 2013, respectively).
6. For the purpose of facilitating the preparation of
consolidated financial statements, the GSM resolved that
the same auditor appointed for the holding company will
also be appointed as Gapura’s auditor for its financial
statements ended 31 December 2015, yet still in
compliance with the Good Corporate Governance.
7. By considering that the reserve of business development
has been allocated to Post Retirement Benefits costs
and that PT Gapura Angkasa intends to perform
internal improvements in 2015 and 2016, the majority
shareholders approved not to pay out dividend 2014 from
income after tax.
8. The majority shareholders approved the launch of new
logo to be followed by the improvements in services and
increase in profit margins.
9. GSM approved to provide bonuses to BOC and BOD,
whereby the amounts of which shall be separately declared
by majority shareholders which serve as a part of these
GSM resolutions. The bonus shall be derived from budget
2014 and 2015 whose amounts shall be determined by
BOC and BOD for each fiscal year.
GSM held on 28 October 2015
The second GSM was Extraordinary GSM with the agenda of
Changes in Composition of BOD and BOC, with the resolutions
as follows:
1. Honorably discharging the following Directors of the
Company:
a. Tharian as Strategy & HR Director
b. Heru Legowo as Financial Director
c. Hariyanto as Operational Director
Corporate ProfileManagement reportManagement Discussion & AnalysisBusiness ReportCorporate GovernanceCorporate Social responsibilityCorporate DataFinancial report
04
86 Gapura Angkasa • Laporan Tahunan 2015 Annual Report
by expressing gratitude for their services in managing
and supervising the Company and granting full acquittal
and dismissal (acquit et decharge) for their management
and supervisory duties in their respective fields unless
departures from the Company’s regulations are later
discovered in the future.
2. Approving and appointing Eko Diantoro as Strategy and HR
Director for a period of 5 (five) years of service upon the
closing of GSM, without eliminating the rights of GSM to
dismiss at any time prior to tenure.
3. Approving and appointing Sucipto as Operational Director
for 5 (five) years of service upon the closing of GSM,
without eliminating the rights of GSM to dismiss at any
time prior to tenure.
4. Approving and appointing Ester Siahaan as Financial
Director for 5 (five) years of service upon the closing of
GSM, without eliminating the rights of GSM to dismiss at
any time prior to tenure.
5. Approving and appointing Ituk Herarindri as a Commissioner
of the Company for 5 (five) years of service upon the
closing of GSM, without eliminating the rights of GSM to
dismiss at any time prior to tenure.
6. In addition to the matters mentioned above, making no
amendments to the agreed upon composition of President
Director and BOC;
7. Referring to points 1 to 6 above, the composition of the
BOD is as follows:
dengan mengucapkan terima kasih atas jasa-jasa
mereka dalam menjalankan serta mengawasi Perseroan
dengan memberikan pelunasan dan pembebasan
(aquit et decharge) atas segala tindakan pengelolaan
dan pengawasan Perseroan sesuai bidang masing-
masing kecuali di kemudian hari ditemukan hal-hal yang
menyimpang dari ketentuan Perseroan.
2. Menyetujui dan mengangkat Eko Diantoro sebagai Direktur
Strategi dan SDM untuk masa Jabatan 5 (lima) tahun
efektif sejak ditutupnya Rapat Umum Pemegang Saham
Luar Biasa ini, dengan tidak mengurangi hak dari Rapat
Umum Pemegang Saham untuk sewaktu-waktu dapat
memberhentikan sebelum masa jabatannya berakhir.
3. Menyetujui dan mengangkat Sucipto sebagai Direktur
Operasi untuk masa jabatan 5 (lima) tahun efektif sejak
ditutupnya Rapat Umum Pemegang Saham Luar Biasa
ini, dengan tidak mengurangi hak dari Rapat Umum
Pemegang Saham untuk memberhentikannya sebelum
masa jabatannya berakhir.
4. Menyetujui dan mengangkat Ester Siahaan sebagai
Direktur Keuangan untuk masa jabatan 5 (lima) tahun
efektif sejak ditutupnya Rapat Umum Pemegang Saham
Luar Biasa ini, dengan tidak mengurangi hak dari Rapat
Umum Pemegang Saham unutk sewaktu-waktu dapat
memberhentikannya sebelum masa jabatannya berakhir.
5. Menyetujui dan mengangkat Ituk Herarindri sebagai
Komisaris Perseroan untuk masa jabatan 5 (lima) tahun
efektif sejak ditutupnya Rapat Umum Pemegang Saham
Luar Biasa ini, dengan tidak mengurangi hak dari Rapat
Umum Pemegang Saham untuk sewaktu-waktu dapat
memberhentikannya sebelum masa jabatannya berakhir.
6. Selain yang ditetapkan diatas, Direktur Utama dan
Dewan Komisaris yang telah ditetapkan tidak mengalami
perubahan;
7. Dengan mengacu kepada nomor 1 sampai dengan 6 di
atas, maka susunan Direksi Perseroan adalah sebagai
berikut:
Direktur Perseroan Directors
Direktur Utama Agus Priyanto President Director
Direktur Operasi Sucipto Operational Director
Direktur Strategi & SDM Eko Diantoro Strategy & HR Director
Direktur Keuangan Esther Siahaan Financial Director
87Laporan Tahunan 2015 Annual Report • Gapura Angkasa
Komisaris Perseroan Commissioners
Komisaris Utama Novianto Herupratomo President Commissioner
Komisaris Yushan Sayuti Commissioner
Komisaris Bambang Tjahjono Commissioner
Komisaris Bintang Hidayat Commissioner
Komisaris Ituk Herarindri Commissioner
8. Sesuai dengan Anggaran Dasar Perseroan Pasal 10 Ayat
17, maka pemegang saham menunjuk M. Arif Wibowo,
Direktur Utama PT Garuda Indonesia (Persero) Tbk,
untuk memberitahukan kepada anggota Direksi yang
diberhentikan baik secara lisan dan tertulis.
9. Menyetujui pemberian wewenang dan kuasa dengan hak
substitusi kepada Direktur Perseroan untuk menyatakan
kembali keputusan-keputusan para Pemegang Saham ini
di hadapan notaris dan/atau badan, pejabat/instansi yang
berwenang, serta untuk melakukan segala tindakan yang
diperlukan sehubungan dengan perubahan susunan Direksi
Perseroan tersebut di atas, termasuk untuk mengurus
perolehan persetujuan dan pendaftaran kepada instansi
yang berwenang sesuai dengan peraturan perundang-
undangan yang berlaku.
RUPS tanggal 29 Desember 2015
RUPS ketiga diselenggarakan pada 29 Desember 2015 dengan
agenda Persetujuan Rencana Kerja dan Anggaran Perusahaan
(RKAP) Tahun 2016 PT Gapura Angkasa, menghasilkan
keputusan:
1. Menerima dan menyetujui Rencana Kerja dan Anggaran
Perusahaan (RKAP) PT Gapura Angkasa Tahun 2016.
2. Menyetujui seluruh dokumen yang terdiri dari buku RKAP
tahun 2016 PT Gapura Angkasa, Tanggapan Dewan
Komisaris, Tanggapan Pemegang Saham serta Tanggapan
Peserta RUPS merupakan bagian yang tidak terpisahkan
dari keputusan RUPS ini, dengan catatan Penyertaan
Modal yang diusulkan agar dibicarakan dalam Tim Teknis,
khususnya menyangkut keterbatasan Pemegang Saham
dalam pemenuhan compliance dan process.
3. Memberikan wewenang dan kuasa dengan hak substitusi
kepada Direksi Perseroan baik bersama-sama maupun
sendiri-sendiri untuk menyatakan kembali dan menyusun
hal-hal yang telah diputuskan dalam keputusan Pemegang
Saham ini ke dalam suatu akta resmi tersendiri di hadapan
Notaris dan atau Badan/Pejabat/Instansi yang berwenang
untuk melakukan segala tindakan yang diperlukan
8. In accordance with the Company’s Articles of Association
Article 10 par 17, the shareholders appointed M. Arif
Wibowo, President Director of PT Garuda Indonesia
(Persero) Tbk, to notify the Directors who have been
dismissed both in oral and writing.
9. Approving the granting of power and authorities with
substitution rights to BOD to re-announce the GSM
resolutions before the notary and/or bodies, the authorized
agencies/institutions, and to take any measures deemed
necessary in connection with the changes in the
composition of BOD as set forth above, including for the
purpose of obtaining approval and making registration
to the authorized institutions in accordance with the
prevailing rules and regulations.
GSM held on 29 December 2015
The third GSM was held on 29 December 2015 with the
agenda of Approval for the Company’s Work Plan and Budget
2016 of PT Gapura Angkasa, with the resolutions as follows:
1. Accepting and approving the Company’s Work Plan and
Budget 2016
2. Approving all documents which comprise the Company’s
Work Plan & Budget 2016, Comments of BOC, Comments
of Shareholders, and Comments of GSM Participants which
serve as integral parts of this GSM Resolution, with a remark
that the Capital Investment being proposed should be
discussed in Technical team, particularly those pertaining
to the limitation of shareholders in the compliance and
process of which.
3. Granting the power and authorities with substitution rights
to the Company’s BOD either collectively or individually
to re-announce and prepare the matters agreed upon in
this GSM resolution in a separate deed before Notary and/
or the authorized Bodies/Agencies/Institutions to take
Corporate ProfileManagement reportManagement Discussion & AnalysisBusiness ReportCorporate GovernanceCorporate Social responsibilityCorporate DataFinancial report
04
88 Gapura Angkasa • Laporan Tahunan 2015 Annual Report
sehubungan dengan keputusan para Pemegang Saham
ini, termasuk namun tidak terbatas pada memberikan
keterangan-keterangan yang diperlukan, menandatangani
akta-akta, surat-surat dan dokumen-dokumen terkait.
4. Hal-hal yang menjadi perhatian dalam rapat ini agar
ditindaklanjuti oleh manajemen PT Gapura Angkasa.
Dewan Komisaris
Dewan Komisaris bertugas melakukan pengawasan terhadap
kebijakan pengurusan, jalannya pengurusan Perseroan
maupun usaha Perseroan yang dilakukan oleh Direksi, serta
memberikan nasihat kepada Direksi termasuk pengawasan
terhadap rencana kerja dan anggaran dasar dan keputusan
rapat umum pemegang saham, serta peraturan perundang-
undangan yang berlaku, kepentingan Perseroan dan sesuai
dengan maksud dan tujuan perusahaan.
Dewan Komisaris bertugas dan bertanggung jawab secara
kolektif, dengan demikian masing-masing anggota Dewan
Komisaris tidak dapat mengambil keputusan dan bertindak
sendiri atas nama Dewan Komisaris. Walaupun demikian
anggota Dewan Komisaris dapat bertindak mewakili Dewan
Komisaris atas dasar keputusan Dewan Komisaris.
Dewan Komisaris wajib memastikan terselenggaranya
pelaksanaan GCG dalam setiap kegiatan usaha Gapura pada
seluruh tingkatan atau jenjang organisasi. Dewan Komisaris
tidak terlibat dalam pengambilan keputusan kegiatan
operasional Perseroan kecuali untuk kegiatan-kegiatan
yang diperbolehkan berdasarkan ketentuan Anggaran
Dasar, peraturan perusahaan maupun peraturan perundang-
undangan yang berlaku.
Keterlibatan Dewan Komisaris tersebut tidak menghilangkan
tanggung jawab Direksi dalam pengurusan Perseroan.
Pelaksanaan tugas dan tanggung jawab Dewan Komisaris
mengacu kepada peraturan perundang-undangan, anggaran
dasar perusahaan dan peraturan perusahaan.
Hak dan Wewenang Dewan Komisaris
Berdasarkan Pasal 15 Ayat (2) Anggaran Dasar Perseroan,
Dewan Komisaris mempunyai hak dan wewenang sebagai
berikut:
1. Melihat buku-buku, surat-surat, serta dokumen-dokumen
lainnya, memeriksa kas untuk keperluan verifikasi, dan lain-
lain surat berharga dan memeriksa kekayaan Perseroan.
any measures deemed necessary in connection with this
GMS resolutions, including but not limited to providing
required information, and signing relevant deeds, letters or
documents.
4. Following up the matters discussed in GSM by management
of PT Gapura Angkasa.
The Boar of Commissioners
BOC is responsible for supervising the policies made by
management, the conduct of management and the conduct
of business performed by BOD, and providing advice to BOD
including supervising the work plan, articles of association, and
GSM resolutions, and prevailing laws, the Company’s interest
and alignment with the Company’s purpose and objectives.
BOC performs its duties and has its responsibilities in a
collective manner; accordingly, each BOC member is not
allowed to make decision and act on behalf of the BOC on an
individual basis. However, a Director may represent BOC based
on a decision made by BOC.
BOC is responsible to ensure that GCG has been implemented
in each business activities of Gapura in all levels of hierarchy
of the Company. BOC is not involved in the decision making
of the Company’s operating activities except for the activities
allowed by articles of association, corporate regulations or
prevailing laws.
Such BOC involvement shall not diminish BOD management
responsibilities. BOC duties and responsibilities are conducted
by referring to the regulations, articles of association and
corporate regulations.
Rights and Authorities of BOC
Based on Article 15 par (2) of the Company’s articles of
association, BOC is granted with the following rights and
authorities:
1. Checking the books, letters, and other documents,
examining cash for verification purpose, and other
securities, and examining the Company’s wealth.
89Laporan Tahunan 2015 Annual Report • Gapura Angkasa
2. Memasuki pekarangan, gedung dan kantor yang
dipergunakan Perseroan.
3. Meminta penjelasan dari Direksi dan/atau pejabat lainnya
mengenai segala persoalan yang menyangkut pengelolaan
Perseroan.
4. Mengetahui segala kebijakan dan tindakan yang telah/
akan dijalankan Direksi.
5. Meminta Direksi dan/atau pejabat lainnya di bawah Direksi
dengan sepengetahuan Direksi untuk menghadiri Rapat
Dewan Komisaris.
6. Mengangkat dan memberhentikan Sekretaris Dewan
Komisaris.
7. Memberhentikan sementara anggota Direksi sesuai
ketentuan Anggaran Dasar.
8. Membentuk komite-komite dalam hal ini termasuk
Komite Audit jika dianggap perlu dengan memperhatikan
kemampuan Perseroan.
9. Menggunakan tenaga ahli untuk hal tertentu dan dalam
jangka waktu tertentu atas beban Perseroan, jika dianggap
perlu.
10. Melakukan tindakan pengurusan Perseroan dalam keadaan
tertentu untuk jangka waktu tertentu sesuai dengan
ketentuan Anggaran Dasar.
11. Menghadiri rapat Direksi dan memberikan pandangan-
pandangan terhadap hal-hal yang dibicarakan.
12. Melaksanakan kewenangan pengawasan lainnya
sepanjang tidak bertentangan dengan peraturan
perundang-undangan, Anggaran Dasar, dan/atau
keputusan Rapat Umum Pemegang Saham.
Susunan Dewan Komisaris sampai 28 April 2015 Composition of BOC as of 28 April 2015
Nama Name Posisi Position Dasar Pengangkatan Decision Letter
Novianto Herupratomo Komisaris Utama President Commissioner Akta di luar RUPS No. 33 tgl 10/09/2014 Deed No. 33 tgl 10/09/2014
Yushan Sayuti Komisaris Commissioner Akta di luar RUPS No. 33 tgl 10/09/2014 Deed No. 33 tgl 10/09/2014
Rinaldo Aziz Komisaris Commissioner Akta di luar RUPS No. 33 tgl 10/09/2014 Deed No. 33 tgl 10/09/2014
IGN Bambang Tjahjono Komisaris Commissioner Akta di luar RUPS No. 33 tgl 10/09/2014 Deed No. 33 tgl 10/09/2014
Pada akhir April 2015, Komisaris Perseroan mengalami
perubahan. Melalui Akta Akta Pernyataan Keputusan
Pemegang Saham Di Luar RUPS No. 24 tanggal 28 April
2015 Rinaldo Azis digantikan oleh Bintang Hidayat. Dengan
keputusan ini, maka susunan Dewan Komisaris menjadi:
2. Entering the entrance area, buildings and offices operated
by the Company
3. Requiring for clarification from BOD and/other officers
concerning all matters related to the management of the
Company.
4. Acknowledging all policies and actions which have been or
will be performed by BOD.
5. Requiring BOD and/or other officers under BOD as
acknowledged by BOD to attend the BOC meetings.
6. Appointing and terminating Secretary of BOC.
7. Temporarily terminating BOD members based on articles
of association.
8. Establishing committees including Audit Committee if
deemed necessary by taking into account the Company’s
capability.
9. Utilizing the services of experts for particular matters and
for specific period of time at the Company’s expense, if
deemed necessary.
10. Performing management actions under certain
circumstances for a certain period of time in accordance
with articles of association.
11. Attending BOD meetings and providing insights into the
matters being discussed.
12. Exercising other supervisory functions provided they are
not against the law, articles of associations, and/or GSM
resolutions.
At the end of April 2015, there were changes to the
composition of BOC. In the Deed of Shareholders Resolutions
outside GSM No. 24 dated 28 April 2015, Rinaldo Azis has
been replaced by Bintang Hidayat. As such, the composition of
BOC shall be as follows:
Corporate ProfileManagement reportManagement Discussion & AnalysisBusiness ReportCorporate GovernanceCorporate Social responsibilityCorporate DataFinancial report
04
90 Gapura Angkasa • Laporan Tahunan 2015 Annual Report
Susunan Dewan Komisaris periode 29 April - 28 Oktober 2015 Composition of BOC for the period of 29 April - 28 October 2015
Nama Name Posisi Position Dasar Pengangkatan Decision Letter
Novianto Herupratomo Komisaris Utama President Commissioner Akta di luar RUPS No. 33 tgl 10/09/2014 Deed No. 33 dated 10/09/2014
Yushan Sayuti Komisaris Commissioner Akta di luar RUPS No. 33 tgl 10/09/2014 Deed No. 33 dated 10/09/2014
Bintang Hidayat Komisaris Commissioner Akta di luar RUPS No. 24 tgl 28/04/2015 Deed No. 24 dated 28/04/2015
IGN Bambang Tjahjono Komisaris Commissioner Akta di luar RUPS No. 33 tgl 10/09/2014 Deed No. 33 dated 10/09/2014
Menjelang akhir Oktober 2015, melalui keputusan RUPS
tanggal 28 Oktober 2015 dilakukan perubahan komposisi
Komisaris, dengan mengangkat Ituk Herarindri sebagai
Komisaris, maka sususan Dewan Komisaris menjadi:
Susunan Dewan Komisaris periode 28 Oktober 2015 - sekarang Composition of BOC for the period of 28 October 2015 - present
Nama Posisi Dasar Pengangkatan
Novianto Herupratomo Komisaris Utama President Commissioner Akta di luar RUPS No. 33 tgl 10/09/2014 Deed No. 33 dated 10/09/2014
Yushan Sayuti Komisaris Commissioner Akta di luar RUPS No. 33 tgl 10/09/2014 Deed No. 33 dated 10/09/2014
Bintang Hidayat Komisaris Commissioner Akta di luar RUPS No. 24 tgl 28/04/2015 Deed No. 24 dated 28/04/2015
IGN Bambang Tjahjono Komisaris Commissioner Akta di luar RUPS No. 33 tgl 10/09/2014 Deed No. 33 dated 10/09/2014
Ituk Herarindri Komisaris Commissioner Keputusan RUPS 28/10/2015 Deed No. 28/10/2015
Rapat Dewan Komisaris
Sesuai ketentuan Pasal 16 Anggaran Dasar Perseroan, selama
tahun 2015, Dewan Komisaris telah melaksanakan rapat
sebanyak 13 kali, yaitu 5 kali merupakan rapat internal Dewan
Komisaris dan 8 kali rapat gabungan bersama Direksi. Jumlah
rapat Dewan Komisaris dan tingkat kehadiran tertuang dalam
tabel berikut ini.
Nama Name Jabatan PositionJumlah Rapat
Number of Meeting
Jumlah Kehadiran Number of
Participants
Kehadiran (%)Attendance Level
Novianto Herupratomo Komisaris Utama President Commissioner 13 13 100%
Yushan Sayuti Komisaris Commissioner 13 8 62%
IGN Bambang Tjahjono Komisaris Commissioner 13 10 77%
Bintang Hidayat Komisaris Commissioner 13 11 85%
Ituk Herarindri* Komisaris Commissioner 3 2 67%
*diangkat sebagai Komisaris melalui RUPS tanggal 28 Oktober 2015 *appointed as Commissioner in GSM dated 28 October 2015
Approaching the end of October 2015, GSM resolutions
dated 28 October 2015 changed the composition of BOC by
appointing Ituk Herarindri as a Commissioner. As such, the
composition of BOC is as follows:
BOC Meetings
In accordance with Article 16 of the Company’s articles of
association, during 2015 BOC already held 13 meetings, 5 of
which were internal BOC meetings and 8 of which were joint
meetings with BOD. The total meetings held by BOC and the
attendance level are depicted in the table below:
91Laporan Tahunan 2015 Annual Report • Gapura Angkasa
Rapat Dewan Komisaris bersama Direksi Joint Meetings of BOC and BOD
No Nama Name Jabatan PositionJumlah Rapat
Number of Meetings
Jumlah Kehadiran Number of
Participants
Kehadiran (%) Attendance Level
1 Capt. Novianto Herupratomo
Komisaris Utama President Commissioner 8 8 100%
2 Yushan Sayuti Komisaris Commissioner 8 5 63%
3 IGN. Bambang Tjahjono
Komisaris Commissioner 8 6 75%
4 Bintang Hidayat Komisaris Commissioner 8 6 75%
5 Ituk Herarindri Komisaris Commissioner 2 1 50%
6 Agus Priyanto Direktur Utama President Director 8 8 100,00
7 Heru Legowo Direktur Keuangan Financial Director 6 6 100,00
8 Tharian Direktur Strategi & SDM Strategy & HR Director 6 6 100,00
9 Hariyanto Direktur Operasi Operational Director 6 5 83,33
10 Ester Siahaan Direktur Keuangan Financial Director 2 2 100,00
11 Eko Diantoro Direktur Strategi & SDM Strategy & HR Director 2 2 100,00
12 Sucipto Direktur Operasi Operational Director 2 2 100,00
Materi rapat gabungan Dewan Komisaris dan Direksi Agenda of BOC and BOD Joint Meetings
No Tanggal Date Materi Rapat Meeting Agenda
1 4 Mei May 2015 Laporan Manajemen (Audited) Tahun Buku 2014
2 21 Mei May 2015 Laporan Manajemen s.d. April Tahun 2015
3 29 Juni June 2015 Laporan Manajemen s.d. Mei Tahun 2015
4 23 Juli July 2015 Laporan Manajemen s.d. Triwulan II atau Semester I tahun 2015
5 20 Oktober October 2015 Laporan Manajemen s.d. Triwulan III Tahun 2015
6 28 Oktober October 2015 Perkenalan Dewan Komisaris dan Direksi Baru
7 3 November November 2015 Usulan RKAP 2016
8 17 Desember December 2015 Revisi Usulan RKAP 2016
Hubungan antara Dewan Komisaris, Direksi, dan
Pemegang Saham
Hubungan kerja yang baik antara Dewan Komisaris dengan
Direksi merupakan hal yang sangat penting agar masing-
masing organ perusahaan dapat bekerja sesuai fungsinya
dengan efektif dan efisien. Dewan Komisaris menghormati
fungsi dan peranan Direksi dalam mengurus Perseroan
sebagaimana telah diatur dalam peraturan perundang-
undangan maupun Anggaran Dasar perusahaan.
Direksi menghormati fungsi dan peranan Dewan Komisaris
untuk melakukan pengawasan dan pemberian nasihat terhadap
kebijakan pengurusan Perseroan, setiap hubungan kerja
antara Dewan Komisaris dengan Direksi merupakan hubungan
kelembagaan, dalam arti bahwa Dewan Komisaris dan Direksi
sebagai jabatan kolektif yang merepresentasikan keseluruhan
anggotanya sehingga setiap hubungan kerja antara anggota
Relationship among BOC, BOD and Shareholders
Good relationship among BOC and BOD plays an important
role so as to enable each organ of the Company to work
in accordance with its function effectively and efficiently.
BOC respects the function and role of BOD in managing the
Company as governed under the laws and the Company’s
articles of association.
BOD respects the functions and role of BOC to perform
the supervisory function and advisory role towards the
management of the Company. Each working relationship
between the BOC and BOD represents an institutional
relationship, in the meaning that BOC and BOD have collegial
positions which represent all of its members so that each
working relationship among BOC with one of the BOD
Corporate ProfileManagement reportManagement Discussion & AnalysisBusiness ReportCorporate GovernanceCorporate Social responsibilityCorporate DataFinancial report
04
92 Gapura Angkasa • Laporan Tahunan 2015 Annual Report
Dewan Komisaris dengan salah seorang anggota Direksi harus
diketahui oleh anggota Dewan Komisaris dan anggota Direksi
lainnya.
Direksi
Direksi bertugas menjalankan segala tindakan yang berkaitan
dengan Perseroan dan sesuai dengan maksud dan tujuan
perusahaan serta mewakili Perseroan di dalam maupun
di luar pengadilan tentang segala hal dan segala kejadian
dengan pembatasan-pembatasan sebagaimana diatur dalam
peraturan perundang-undangan, Anggaran Dasar dan/atau
Keputusan Rapat Umum Pemegang Saham.
Hak dan Kewenangan Direksi
Sesuai Pasal 11 Ayat (2) Anggaran Dasar Perseron, Direksi
memiliki hak dan wewenang sebagai berikut:
1. Menerapkan kebijakan kepengurusan Perseroan.
2. Mengatur penyerahan kekuasaan Direksi untuk mewakili
Perseroan di dalam dan di luar pengadilan, kepada seorang
atau beberapa orang anggota Direksi yang khusus ditunjuk
untuk itu atau kepada seorang atau beberapa orang pekerja
Perseroan baik sendiri-sendiri maupun bersama-sama atau
kepada orang lain dan mengatur penyerahan kekuasaan
Direksi untuk mewakili Perseroan kepada kepala cabang
atau kepala perwakilan di dalam maupun di luar negeri.
3. Mangatur ketentuan-ketentuan tentang kepegawaian
Perseroan termasuk penetapan gaji, pensiun atau jaminan
hari tua dan penghasilan lain bagi pekerja Perseroan
berdasarkan peraturan perundang-undangan yang berlaku,
dengan ketentuan apabila penetapan gaji, pensiun, jaminan
hari tua dan penghasilan lain bagi pekerja yang melampaui
kewajiban yang ditetapkan peraturan perundang-
undangan harus mendapat persetujuan terlebih dahulu
dari RUPS.
4. Mengangkat dan memberhentikan pekerja Perseroan.
5. Mengangkat dan memberhentikan Sekretaris Perusahaan.
6. Melakukan segala tindakan dan perbuatan lainnya
mengenai pengurusan maupun pemilikan kekayaan
Perseroan, mengikat Perseroan dengan pihak lain dan/atau
pihak lain dengan Perseroan, serta mewakili Perseroan di
dalam dan di luar Pengadilan tentang segala hal dan segala
kejadian dengan pembatasan-pembatasan sebagaimana
diatur dalam peraturan perundang-undangan, Anggaran
Dasar dan/atau Keputusan RUPS.
members should also be known by BOC members and other
BOD members as well.
BOD
BOD is assigned to perform all actions related to and in
accordance with the Company’s purpose and objectives and
also to represent the Company inside and outside the court
pertaining to all matters and all actions with the limitations as
governed under the laws, articles of association and/or GSM
resolutions.
Rights and Authorities of BOD
In accordance with Article 11 par (2) of the Company’s articles
of association, BOD has the following rights and authorities:
1. Implementing the Company’s management policies.
2. Assigning the power granted to BOD to represent the
Company inside and outside the court, to one of or
several members of BOD specifically assigned for such
duty or to one of or several employees either individually
or collectively or to another personnel and to assign the
power granted to BOD to represent the Company to branch
manager locally or internationally.
3. Governing the rules and regulations pertaining to the
Company’s human resources-related matters including
remuneration package, pension or retirement benefits
and compensations for employees of the Company
based on prevailing laws, under the conditions that such
remuneration package, pension or retirement benefits and
other compensations for employees which exceed the
amounts stipulated by law should obtain prior consent
from GSM.
4. Appointing and discharging the Company’s employees.
5. Appointing and discharging the Corporate Secretary.
6. Taking any necessary actions and measures concerning
the management and ownership of the Company’s wealth,
binding the Company with other parties and/or other
parties with the Company, and representing the Company
inside and outside the court pertaining to all matters and
all actions with the limitations as governed under the laws,
articles of association and/or GSM resolutions.
93Laporan Tahunan 2015 Annual Report • Gapura Angkasa
Susunan Direksi sampai 28 Oktober 2015 Composition of BOD as of 28 October 2015
Nama Name Posisi Position Dasar Pengangkatan Decision Letter
Agus Priyanto Direktur UtamaPresident Director
Diangkat berdasarkan Keputusan Rapat Umum Pemegang Saham Luar Biasa tanggal 19 Desember 2013 yang dimuat dalam Akta Notaris No. 2 tanggal 6 Januari 2014 tentang Pernyataan Keputusan Rapat Umum Pemegang Saham Luar Biasa PT Gapura Angkasa.Appointed based on Extraordinary GSM Resolutions dated 19 December 2013 under Notarial Deed No. 2 dated 6 January 2014 of Extraordinary GSM Resolutions of PT. Gapura Angkasa.
Hariyanto Direktur Operasi dan KomersialOperational and Commercial Director
Diangkat menjadi Direksi berdasarkan Keputusan Pemegang Saham dalam Akta Notaris Nomor 12 tanggal 20 Januari 2011 tentang pernyataan Keputusan Rapat Umum Pemegang Saham Luar Biasa dan diangkat menjadi Direktur Operasi dam Komersial berdasarkan Surat Keputusan No. SKEP/DZ/5043/XI/2014 tentang Pembagian Tugas dan Wewenang Direksi tanggal 14 November 2014.Appointed as Director based on Extraordinary GSM Resolutions under Notarial Deed No 12 dated 20 January 2011 of Extraordinary GSM Resolutions and appointed as Operational and Commercial Director based on Decision Letter No: SKEP/DZ/5043/XI/2014 of Segregation of Duties and Authorities of Director dated 14 November 2014.
Tharian Direktur Strategi dan Sumber Daya ManusiaStrategy & HR Director
Diangkat menjadi Direksi berdasarkan Keputusan Pemegang Saham dalam Akta Notaris Nomor 12 tanggal 20 Januari 2011 tentang pernyataan Keputusan Rapat Umum Pemegang Saham Luar Biasa dan diangkat menjadi Strategi & SDM berdasarkan Surat Keputusan No. SKEP/DZ/5043/XI/2014 tentang Pembagian Tugas dan Wewenang Direksi tanggal 14 November 2014.Appointed as Director based on Extraordinary GSM Resolutions under Notarial Deed No 12 dated 20 January 2011 of Extraordinary GSM Resolutions and appointed as Strategy & HR Director based on Decision Letter No: SKEP/DZ/5043/XI/2014 of Segregation of Duties and Authorities of Director dated 14 November 2014.
Heru Legowo Direktur KeuanganFinancial Director
Diangkat menjadi Direksi berdasarkan Keputusan Pemegang Saham dalam Akta Notaris Nomor 12 tanggal 20 Januari 2011 tentang pernyataan Keputusan Rapat Umum Pemegang Saham Luar Biasa dan diangkat menjadi Direktur Keuangan berdasarkan Surat Keputusan No. SKEP/DZ/5043/XI/2014 tentang Pembagian Tugas dan Wewenang Direksi tanggal 14 November 2014.Appointed as Director based on Extraordinary GSM Resolutions under Notarial Deed No 12 dated 20 January 2011 of Extraordinary GSM Resolutions and appointed as Financial Director based on Decision Letter No: SKEP/DZ/5043/XI/2014 of Segregation of Duties and Authorities of Director dated 14 November 2014.
Melalui keputusan RUPS tanggal 28 Oktober 2015 dilakukan
perubahan susunan Direksi sebagai berikut:
Susunan Direksi 28 Oktober 2015 - sekarang Composition of BOD from 28 October 2015 - present
Nama Name Posisi Position Dasar Pengangkatan Decision Letter
Agus Priyanto Direktur UtamaPresident Director
Diangkat berdasarkan Keputusan Rapat Umum Pemegang Saham Luar Biasa tanggal 19 Desember 2013 yang dimuat dalam Akta Notaris No. 2 tanggal 6 Januari 2014 tentang Pernyataan Keputusan Rapat Umum Pemegang Saham Luar Biasa PT. Gapura Angkasa.Appointed based on Extraordinary GSM Resolutions dated 19 December 2013 under Notarial Deed No. 2 dated 6 January 2014 of Extraordinary GSM Resolutions of PT Gapura Angkasa .
Sucipto Direktur Operasi dan KomersialOperational and Commercial Director
Keputusan RUPS pada 28/10/2015GSM Resolutions dated 28/10/2015
Eko Diantoro Direktur Strategi dan Sumber Daya ManusiaStrategy & HR Director
Keputusan RUPS pada 28/10/2015GSM Resolutions dated 28/10/2015
Ester Siahaan Direktur KeuanganFinancial Director
Keputusan RUPS pada 28/10/2015GSM Resolutions dated 28/10/2015
GMS Resolutions dated 28 October 2015 made changes on
the composition of BOD as follows:
Corporate ProfileManagement reportManagement Discussion & AnalysisBusiness ReportCorporate GovernanceCorporate Social responsibilityCorporate DataFinancial report
04
94 Gapura Angkasa • Laporan Tahunan 2015 Annual Report
BOD Meetings
In accordance with Article 12 of Articles of Associations, the
Company held 42 BOD meetings during 2015.
Rapat Direksi
Sesuai ketentuan Pasal 12 Anggaran Dasar, selama tahun
2015, telah diselenggarakan 42 kali rapat Direksi.
Rapat Direksi periode hingga 28 Oktober 2015 BOD Meetings as of 28 October 2015
Nama Name Jabatan PositionJumlah Rapat
Number of Meeting
Jumlah Kehadiran Number of Partic-
ipants
Kehadiran (%)Attendance Level
Agus Priyanto Direktur Utama President Director 32 31 96,88
Heru Legowo Direktur Keuangan Financial Director 32 31 96,88
Tharian Direktur Strategi & SDM Strategy & HR Director 32 28 87,50
Hariyanto Direktur Operasi Operational Director 32 28 87,50
Rapat Direksi periode 28 Oktober – 31 Desember 2015BOD Meetings for the period of 28 October 31 December 2015
Nama Name Jabatan PositionJumlah Rapat
Number of Meeting
Jumlah Kehadiran Number of Partic-
ipants
Kehadiran (%)Attendance Level
Agus Priyanto Direktur Utama President Director 10 10 100%
Ester Siahaan Direktur Keuangan Financial Director 10 10 100%
Eko Diantoro Direktur Strategi & SDM Strategy & HR Director 10 10 100%
Sucipto Direktur Operasi Operational Director 10 10 100%
Agenda Rapat Direksi Agenda of BOD Meetings
No. Tanggal Date Materi Rapat Direksi Materi Rapat Direksi
1 6 Januari 2015 1. Spesifikasi GPU2. Standarisasi Minimum GSE Per-Kelas Cabang3. Konsep Program OS ke PKWTT4. Persiapan Kick Off Budget Meeting 20155. Persiapan Bahan Rapat Koordinasi dengan GA6. Weekly Report Tim Multi Tasking.
1. Specification of GPU2. Standardization of Minimum GSE Per-Branch Class 3. Concept of OS Program to PKWTT4. Preparation of Kick Off Budget Meeting 20155. Preparation of Coordination Meeting Materials GA6. Weekly Report of Multi-Tasking Team
2 20 Januari 2015 1. SUB & CGK Case Report2. Progres Report Unit Human Capital3. Progres Report Unit Komersial4. Penyisihan Piutang 2014
1. SUB & CGK Case Report2. Progress Report of Human Capital Unit3. Progress Report of Commercial Unit 4. Allowance for Receivables 2014
3 5 Februari 2015 1. Pembahasan Aspek Keuangan2. Pembahasan Aspek Operasi3. Pembahasan Aspek IT (tindak lanjut dengan Groundstar)
1. Discussion of Financial Aspect 2. Discussion of Operational Aspect 3. Discussion of IT Aspect (follow up with Groundstar)
4. 17 Februari 2015 1. Presentasi Hay Group2. KPI & CSS3. Progres Report Program Kerja Human Capital
1. Presentation of Hay Group2. KPI & CSS3. Progress Report of Human Capital Work Program
5. 24 Februari 2015 1. Laporan Manajemen Januari 20152. Laporan Cash Flow Januari 20153. Jumlah Kebutuhan GSE
1. Management Report per January 20152. Cash Flow Report per January 20153. Total GSE Requirements
6. 3 Maret 2015 1. Pembahasan Askpek Operasional2. Kebutuhan GSE3. Lain-lain
1. Discussion of Operational Aspect 2. GSE Requirements3. Others
95Laporan Tahunan 2015 Annual Report • Gapura Angkasa
Agenda Rapat Direksi Agenda of BOD Meetings
No. Tanggal Date Materi Rapat Direksi Materi Rapat Direksi
7. 10 Maret 2015 1. Arahan Direktur Utama2. Email Korporat3. Corective Acrion kinerja Check In Counter, baggage Dellivery
dan APB di CGK4. Sispro Pengadaan5. Progress Hay Consulting6. Progress Report SMK7. Talent Pool & Succesion Plan8. Progress Rerport Standard Appereance Manual9. Pelaksanaan Upah Lembur.10. Lain-lain
1. Instructions from President Director 2. Corporate Email 3. Corrective Actions for the Performance of Check In Counter,
Baggage Delivery and APB at CGK4. System and Procedures of Procurement 5. Progress of Hay Consulting6. Progress Report of SMK7. Talent Pool & Succession Plan8. Progress Report of Standard Appearance Manual9. Conduct of Overtime Fees.10. Others
8. 17 Maret 2015 1. Laporan Hasil Inspeksi Operasional di Kualanamu (KNO)2. Penjelasan Beban GSE3. Laporan Manajemen Februari 20154. Lain-lain
1. Report of Operational Inspection at Kualanamu (KNO)2. Clarification of GSE Costs3. Management Report per February 20154. Others
9. 25 Maret 2015 1. Executive Summary Audit SPI2. Laporan Hasil Audit KAP3. Persiapan Laporan Manajemen Kepada Pemegang Saham
1. Executive Summary of SPI Audit2. Independent Auditors Report 3. Preparation of Management Report to Shareholders
10. 31 Maret 2015 1. Gapura Operasi Center (Asyst)2. Progres Report Sewa GSE3. Progres Report FS Rencana Bisnis WH di BKS4. Progres Report SBU & Standarisasi Business Lounge di PNK5. Progres Report Perubahan Organisasi dan Status email
Gapura6. Progres Report Leadership Program, Cultural Transformation
Program & Competency Development Program7. Round Table
1. Gapura Operation Center (Asyst)2. Progress Report of GSE Rental3. Progress Report of FS Business Plan WH at BKS4. Progress Report of SBU & Standardization of Business
Lounge at PNK5. Progress Report of Organizational Changes and Email Status
of Gapura6. Progress Report of Leadership Program, Cultural
Transformation Program & Competency Development Program
7. Round Table
11. 7 April 2015 1. Persiapan KAA2. Pembahasan Aspek Operasi3. Laporan Laba (Rugi) Komprehensif 4. Laporan Finalisasi Tim Sewa GSE5. Lain-lain
1. Preparation of KAA2. Discussion of Operational Aspects 3. Comprehensive Income Statement 4. Finalization Report of GSE Rental Team5. Others
12. 13 April 2015 1. Pembahasan Finalisasi Kebutuhan Peralatan GSE 1. Discussion of Finalization of GSE Equipment Requirements
13. 14 April 2015 1. Persiapan RUPS2. Progres Report Human Capital3. Progres Report KAA 20154. Progres Report Update Manual Perusahaan5. Progres Report Public Relation
1. GSM Preparation 2. Progress Report of Human Capital3. Progress Report of KAA 20154. Progress Report of the Company’s Updated Manuals 5. Progress Report of Public Relation
14. 22 April 2015 1. Reorganisasi Cabang CGK dan DPS2. Laporan Proses Negosiasi Pengadaan Sewa GSE3. Laporan Manajemen Q1 20154. Rencana Materi QBR Q1
1. Reorganization of CGK and DPS Branches2. Progress Report of Procurement of GSE Rental 3. Management Report Q1 20154. Draft Materials of QBR Q1
15. 28 April 2015 1. Pembahasan Aspek Keuangan2. Revisi Ground Operation Manual (GOM)3. CSS4. Kriteria Teknis OS CGK5. Perubahan Rencana Delivery Time Sewa GSE
1. Discussion of Financial Aspect 2. Revision of Ground Operation Manual (GOM)3. CSS4. Technical Criteria of OS CGK5. Changes to Delivery Time Plan of GSE Rental
16. 12 Mei 2015 1. Persiapan Aplikasi Logo Baru2. Laporan Finance Performance s/d April 20153. Sharing Program Kerja Unit Service Standard4. Persiapan QBR 1 Tahun 20155. Business Plan: Lounge PKU & CGK, serta upaya optimalisasi
class room GLC
1. Preparation of New Logo Launch 2. Financial Performance Report per April 20153. Sharing of Work Program of Service Standard Unit4. Preparation of QBR 1 FY 20155. Business Plan: Lounge PKU & CGK, and Optimization of GLC
Class Room
17. 19 Mei 2015 1. Update mengenai ISAGO2. Progress Report Hay Group3. Management Report April 2015 & Eficiency
1. Updates of ISAGO2. Progress Report of Hay Group3. Management Report per April 2015 & Efficiency
18. 3 Juni 2015 1. Follow Up QBR I 2015 hari ke 22. Follow Up QBR I 2015 - Service Excellence3. Tindak lanjut rencana Livery GSE4. Persiapan Rapat dengan GA - 04 Juni 20155. Lain-lain
1. Follow Up of QBR I 2015 day 22. Follow Up of QBR I 2015 - Service Excellence3. Follow up of Livery GSE Plan4. Preparation of Meetings with GA - 04 June 20155. Others
19. 19 Juni 2015 1. Perubahan RKAP 20152. Progres Report OCC3. Reability GSE
1. Changes to RKAP 20152. Progress Report of OCC3. Reliability of GSE
Corporate ProfileManagement reportManagement Discussion & AnalysisBusiness ReportCorporate GovernanceCorporate Social responsibilityCorporate DataFinancial report
04
96 Gapura Angkasa • Laporan Tahunan 2015 Annual Report
Agenda Rapat Direksi Agenda of BOD Meetings
No. Tanggal Date Materi Rapat Direksi Materi Rapat Direksi
20. 23 Juni 2015 1. Finalisasi RKAP & RJPP2. Analisa & rencana tindak lanjut amandemen penawaran
kontrak GSE yang baru3. Progres Repor KPI Service (Hyginic & Delight Factor)4. Usulan perubahan Format CSS5. Progeres Report rencana kerjasama dengan Indra K. Jusi &
ALC6. SOP Pengadaan untuk pengadaan langsung senilai 5 juta s/d
100 juta
1. Finalization of RKAP & RJPP2. Analysis & follow up plan of amendments to new GSE
proposed contract 3. Progress Report of KPI Service (Hygienic & Delight Factor)4. Suggestions to CSS Format Changes5. Progress Report of Cooperation Plan with Indra K. Jusi & ALC6. SOP of Procurement for direct purchase from 5 million to 100
million
21. 30 Juni 2015 1. Presentasi Progres Report Job Evaluation 2. Asumsi Pajak Dalam setahun3. Livery GSE HLPProgress Report Pengadaan Payung
1. Presentation of Progress Report of Job Evaluation 2. Annual Tax Assumptions 3. Livery GSE HLPProgress Report of Umbrella Procurement
22. 9 Juli 2015 1. Konsep Design Annual Report 20142. Finding3. Laporan Manajemen Semester 14. Laporan Cash Flow5. Golden Shakehand6. Program Mini MBA
1. Design Concept of Annual Report 20142. Findings3. Management Report of Semester 14. Cash Flow Report5. Golden Shakehand6. Mini MBA Program
23. 4 Agustus 2015 1. Progres Report Hay Group2. Analysis Profit & Loss Branch Office
1. Progress Report of Hay Group2. Profit & Loss Analysis in Branch Offices
24. 18 Agustus 2015 1. Laporan persiapan akhir station embarkasi haji2. Progress report review RJPP3. Penyusunan RKAP 20164. Rencana Pengadaan 100 Unit BCT Jumbo CGK
1. Report of Final Preparation for Pilgrimage Embarkation Station
2. Progress report of RJPP review3. Preparation of RKAP 20164. Procurement Plan of 100 Unit of BCT Jumbo CGK
25. 25 Agustus 2015 1. Operasional Kebutuhan GSE2. Persiapan Pembangunan Kantor Pusat3. Persiapan RKAP
1. Operational GSE Requirements2. Preparation of Head Office Construction 3. Preparation of RKAP
26. 1 September 2015 1. Safety Review Board2. Kebutuhan SDM Operasional3. Review RKAP 2016
1. Safety Review Board2. Operational HR Requirements3. Review of RKAP 2016
27. 8 September 2015 1. Review (Konsep Baru) RKAP 20162. Review Rencana Seleksi PKWT menjadi Peg. Tetap
1. Review (New Concept) of RKAP 20162. Review of Selection Plan of PKWT to Become Permanent
Employee
28. 15 September 2015 1. Reward untuk Karyawan2. Kick Off ALC3. Management Report Agustus 20154. Update RKAP 20165. Progress Report OCS 20166. Progress Report Rencana Budget Meeting & QBR 2 2015 -
Rundown Acara7. Progress Report Rencana Training Lanjutan Indra K. Jusi
1. Reward for Employees 2. ALC Kick Off 3. Management Report per August 20154. Update of RKAP 20165. Progress Report of OCS 20166. Progress Report of Budget Meeting Plan & QBR 2 2015 -
Rundown 7. Progress Report of Advanced Training Plan for Indra K. Jusi
29. 22 September 2015 1. Persiapan Budget Meeting2. Persiapan QBR 2 20153. Pedoman Pembuatan FS4. Dokumentasi FS dan Minutes of Meeting5. Filing system seluruh dokumen perusahaan
1. Preparation of Budget Meeting2. Preparation of QBR 2 20153. FS Preparation Guidelines 4. Documentation of FS and Minutes of Meeting5. Filing system for all corporate documents
30. 13 Oktober 2015 1. Teleconference: Safety & Security2. Hasil Review Budget Meeting & Lap. Manajemen Bulan
September 20153. Business Performance Report SBU4. Corporate Culture & Kesehatan5. Action Plan terkait turnover yang tinggi di GSE operator
1. Teleconference: Safety & Security2. Review Results of Budget Meeting & Management Report
per September 20153. Business Performance Report of SBU4. Corporate Culture & Health5. Action Plan related to high turnover in GSE operator
31. 20 Oktober 2015 1. Percepatan Proses Pengadaan2. Review Laporan Q3 2015 dan RKAP 2016 untuk Bahan
Report Dekom3. Progres Report Service Standard4. Update Tambahan Jumlah Kebutuhan GSE
1. Acceleration of Procurement Process 2. Review of Q3 2015 Report and RKAP 2016 for BOC Report
materials 3. Progress Report of Service Standard4. Additional Updates of Total GSE Requirements
32. 27 Oktober 2015 1. Silent Shoper2. Pedoman Pembuatan dan Filing Feasibility Study3. Feasibility Study Sewa GSE dan OCS4. Progress Report Program Human Capital5. Kajian Spec Teknis untuk PBS
1. Silent Shopper2. Guidelines for Preparation and Filing of Feasibility Study3. Feasibility Study for GSE Rental and OCS4. Progress Report of Human Capital Program5. Review of Technical Specifications for PBS
97Laporan Tahunan 2015 Annual Report • Gapura Angkasa
Agenda Rapat Direksi Agenda of BOD Meetings
No. Tanggal Date Materi Rapat Direksi Materi Rapat Direksi
33. 30 Oktober 2015 1. Pengenalan Perusahaan kepada Direksi Baru2. Revisi RJPP 2015 - 20193. Perubahan Usulan RKAP 2016
1. Company Induction for New Director 2. Revision of RJPP 2015 – 20193. Changes to the Proposed RKAP 2016
34. 3 November 2015 1. Safety Review Board2. Pembahasan Aspek Operasi3. Action Plan masing-masing Direktorat Terkait Program Kerja4. Revisi Materi RKAP 2016
1. Safety Review Board2. Discussion of Operational Aspect 3. Action Plan for each Directorate related to Work Program 4. Revised Materials of RKAP 2016
35. 10 November 2015 1. Management Report Oktober 20152. Usulan RKAP 20163. Realisasi & Proyeksi Cash Flow4. Program Golden Shakehand
1. Management Report per October 20152. Proposed RKAP 20163. Realization & Projection of Cash Flow4. Golden Shakehand Program
36. 19 November 2015 Gapura OCS Project Impact Analisis Gapura OCS Project Impact Analysis
37. 20 November 2015 Dispute Resolution www.gapura.co.id Dispute Resolution of www.gapura.co.id
38. 24 November 2015 1. Progress Report Set Up Social Media Gapura2. Update RKAP 20163. Update RJPP & Program Kerja (Balance Score Card)
1. Progress Report of Setting Up Gapura Social Media2. Updated RKAP 20163. Updated RJPP & Work Program (Balanced Score Card)
39. 1 Desember 2015 1. Update RKAP 20162. Analiasa kebutuhan GSE terkait rencana beroperasinya T3
dalam 2 fase (Jun & Des)3. Analisa Dampak rencana Citilink pindah ke terminal 2 (secara
operasional dan sisa masa kontrak di T1)
1. Updated RKAP 20162. Analysis of GSE Requirements related to the planned
operation of T3 in 2 phases (Jun & Dec)3. Impact Analysis of Citilink Moving Plan to terminal 2
(operational analysis and remaining contract period in T1)
40. 10 Desember 2015 1. Safety Review Board 2. Aspek Operasional - Persiapan Peak Season Natal & Tahun
Baru3. Presentasi Update Desain Gedung
1. Safety Review Board 2. Operational Aspect – Preparation of Peak Season for
Christmas & New Year 3. Presentation of Updated Building Design
41. 17 Desember 2015 1. Perubahan RKAP 20162. Materi Pembahasan dengan Dekom3. Gapura OCS, Monthly Project Review
1. Amendments to RKAP 20162. Discussion Materials with BOC 3. Gapura OCS, Monthly Project Review
42. 22 Desember 2015 1. Pembahasan Aspek Human Capital2. Progress Kontrak OCS3. Progress Website4. Perubahan Kelas Cabang5. Rencana Pendanaan Workshop 1526. Penyelesaian Lounge Pekanbaru7. Usulan Penomoran GSE.
1. Discussion of Human Capital Aspects2. Progress of OCS Contract3. Progress of Website4. Changes in Branch Class 5. Workshop Budgeting Plan 1526. Finalization of Pekanbaru Lounge7. Suggestions to GSE Numbering
Komite Audit
Komite Audit dibentuk oleh dan bertanggung jawab kepada
Dewan Komisaris dengan tujuan membantu Dewan Komisaris
untuk mendukung efektivitas pelaksanaan tugas dan fungsi
pengawasan (oversight) atas hal-hal yang terkait dengan
laporan keuangan, sistem pengendalian internal, pelaksanaan
fungsi audit internal dan eksternal, implementasi Good
Corporate Governance (GCG) serta kepatuhan terhadap
peraturan perundang-undangan yang berlaku.
Audit Committee
Audit Committee is established by and is reporting to BOC for
the purpose of assisting BOC to support effective oversight
duties and functions of all matters related to financial report,
internal control system, internal and external audit functions,
GCG implementation and compliance with prevailing rules and
regulations.
Corporate ProfileManagement reportManagement Discussion & AnalysisBusiness ReportCorporate GovernanceCorporate Social responsibilityCorporate DataFinancial report
04
98 Gapura Angkasa • Laporan Tahunan 2015 Annual Report
Selama tahun 2015, Komite Audit mengadakan 9 kali rapat,
dimana 4 kali rapat dihadiri Dewan Komisaris.
Materi Rapat Komite Audit Audit Committee Meeting Agenda
No. Tanggal Date Materi Rapat Meeting Agenda
1.* 15 April 2015 Pembahasan review hasil pemeriksaan PKPT dan Pemsus GSE, BBM 2014
Discussion of review results of PKPT and Special Audit of GSE, BBM 2014
2. 20 April 2015 Rapat koordinasi internal sebagai tindak lanjut Keputusan Pemegang Saham Di Luar RUPS 7 April 2015
Internal coordination meeting as a follow up of Shareholders Decision outside GSM 7 April 2015
3.* 28 April 2015 Pembahasan Management Letter untuk tahun yang berakhir 31 Desember 2014
Discussion of Management Letter for the year ended 31 December 2014
4.* 29 April 2015 Pembahasan evaluasi KAP Osman Bing Satrio & Eny (Delloitte) Discussion of KAP Osman Bing Satrio & Eny (Delloitte) evalu-ation
5. 21 Mei 2015 Laporan Manajemen Triwulan 1 (Q1) tahun 2015 Management Report – First Quarter (Q1) 2015
6. 29 Juni 2015 Evaluasi Kinerja Manajemen bulan Mei 2015 Management Performance Evaluation May 2015
7. 23 Juli 2015 Evaluasi Kinerja Manajemen s.d. Triwulan II atau Semester I Tahun 2015
Management Performance Evaluation per Second Quarter or Semester I 2015
8.* 9 Oktober 2015 Pembahasan Evaluasi Pelaksanaan PKPT SPI Semester I tahun 2015
Discussion of PKPT Implementation Evaluation in SPI for Semester I 2015
9. 20 Oktober 2015 Laporan Manajemen s.d. Triwulan III Tahun 2015 Management Report per Third Quarter 2015
*rapat dihadiri Dewan Komisaris
Audit Internal
Hubungan Pelaporan Internal Auditor – Direksi
dan Dewan Komisaris
Internal Auditor berkewajiban untuk menyampaikan Laporan
Hasil Pemeriksaan (LHP) kepada Direktur Utama, Dewan
Komisaris melalui Komite Audit serta Direksi unit kerja terkait
untuk ditindaklanjuti, sebagai berikut:
- Evaluasi menyangkut kecukupan dan efektivitas serta
proses organisasi dalam melakukan pengawasan terhadap
kegiatan-kegiatan yang dilakukan termasuk mengelola
risiko yang ditetapkan.
- Masalah-masalah penting terkait proses pengendalian
dari kegiatan perusahaan dan anak perusahaan, termasuk
perbaikan potensial terhadap proses dan informasi terkait
masalah tersebut harus diwujudkan dalam rekomendasi
pemecahan masalah.
- Laporan pelaksanaan pemeriksaan dan pengawasan
terhadap status dan rencana pemeriksaan tahunan serta
ketersediaan sumber daya.
- Hasil koordinasi dengan pemeriksaan eksternal.
1. Jumlah Auditor :
- 1 orang Head of Internal Auditor
- 2 orang Inspector (Commercial & Operation
Inspector dan Admin & Financial Inspector)
- 8 orang Auditor
During 2015, Audit Committee held 9 meetings, 4 of which
were attended by BOC.
Internal Audit
Relationship between Internal Auditor Reporting
and BOD/BOC
Internal Auditor is required to submit Audit Result Report
(LHP) to President Director, BOC through Audit Committee and
Director of the related work unit for the corresponding follow
up actions:
- Evaluation concerning the adequacy and effectiveness
of organizational process in monitoring the activities
performed including managing the established risks
- Recommended solutions for significant matters pertaining
to controlling processes over the activities of the Company
and its subsidiaries, including potential corrective actions
for such processes and information
- Audit Report and status monitoring and annual audit plan
and the availability of resources
- Coordination results with external audit
1. Number of Auditors:
- 1 Head of Internal Auditor
- 2 Inspectors (Commercial & Operation Inspector
and Admin & Financial Inspector)
- 8 Auditors
99Laporan Tahunan 2015 Annual Report • Gapura Angkasa
2. Aktivitas di tahun 2015, melaksanakan :
- Program Kerja Pemeriksaan Tahunan (PKPT) tahun
2015 sebanyak 53 objek pemeriksaan, terdiri dari :
PKPT 2015 Jumlah Total Uraian Description
Kantor Cabang Branch Office 28 CGK, PNK, UPG, PGK, PKU, MDC, LOP, PDG, BTH, BIK, DJJ, BTJ, BPN, JOG, SUB, SRG, HLP, BDJ, BDO, DPS, DJB, PLM, AMQ, SOC, BKS, LBJ, KNO, CGO
Kantor Perwakilan Representative Office 21 PSU, PUM, BUW, LUW, MJU, BMU, KOE, MKW, MKQ, SOQ, BWX, JBB, TMC, ENE, TJQ, SXK, LUV, FLZ, GNS, SBG, LSW
Kantor Pusat Head Office 4 ZQ, SBU, IP, IB
TOTAL 53
- Non Program Kerja Pemeriksaan Tahunan (Non
PKPT) / Pemeriksaan Khusus sebanyak 3 objek
pemeriksaan, terdiri dari :
• Kantor Cabang HLP
• Kantor Cabang SOC
• Kantor Perwakilan GNS
Profil Kepala Internal Auditor Kepala Internal Auditor dijabat oleh ________________________ yang diangkat berdasar
Surat ___________________________ tanggal ________________.
Sebelumnya menjabat VP Finance, Manager Treasury, Manager Keuangan Kantor Cabang
CGK, Wasbid Operasional Satuan Pengawas Internal. Mengawali karir di sebagai Auditor
SPI di Garuda Indonesia pada 1989.
(nama pejabat) lahir di Belawan Sumatera Utara, 25 April 1961. Memperoleh gelar Sarjana
Akuntansi dari _______________________ pada _______.
Nelson Sihombing The position of Head of Internal Audit is served by ________________________, appointed
based on Letter ___________________________ dated ________________.
His previous positions include serving as VP Finance, Manager Treasury, Manager of
Finance at CGK Branch, and Supervisor of Internal Audit (SPI) Operations. Started his
career as an SPI auditor with Garuda Indonesia in 1989.
(name) was born in Belawan, North Sumatra, on 25 April 1961. Obtained a degree in
Accounting from _______________________ in _______.
2. Activities in 2015:
- Annual Audit Work Program (PKPT) in 2015
covering 53 matters subject to audit, which
comprise:
- Those not belonging to Annual Audit Work Program
(Non PKPT) / Special Audit which covers 3 matters
subject to audit:
• HLP Branch Office
• SOC Branch Office
• GNS Representative Office
Corporate ProfileManagement reportManagement Discussion & AnalysisBusiness ReportCorporate GovernanceCorporate Social responsibilityCorporate DataFinancial report
04
100 Gapura Angkasa • Laporan Tahunan 2015 Annual Report
• Penjelasan singkat fungsi Internal Auditor:
Gapura membentuk Unit Internal Audit untuk melakukan
kegiatan pemberian keyakinan (assurance) dan konsultasi
yang bersifat independen dan obyektif, dengan tujuan
untuk meningkatkan tata kelola perusahaan yang baik
dengan prinsip efektif dan efisien sesuai peraturan yang
berlaku.
Unit Internal Audit dibentuk untuk membantu Direktur
Utama guna melakukan Pengawasan Intern Perusahaan
dengan cara melakukan pengawasan, kajian dan usulan
perbaikan kepada Direktur Utama atas pelaksanaan sistem
pengendalian internal dibidang keuangan dan operasional.
• Lingkup Pekerjaan Internal Auditor
Untuk melaksanakan tugas dan tanggung jawabnya, Head
of Internal Auditor memformulasikan lingkup pekerjaan
Unit Internal Auditor dan diajukan kepada Direktur Utama
untuk dikonsultasikan dengan Dewan Komisaris dan
Komite Audit. Lingkup pekerjaan dari Internal Auditor
sebagai berikut:
1. pemeriksaan, evaluasi dan review atas pengelolaan
keuangan dan kinerja operasional Perusahaan;
2. pemeriksaan implementasi Tata Kelola Perusahaan,
Manajemen Resiko, sistem pengendalian Internal dan
Sumber Daya Perusahaan;
3. menindaklanjuti Laporan atau pengaduan dari
karyawan dan pihak ketiga lainnya atas penyimpangan
dalam pengelolaan perusahaan;
4. Evaluasi kebijakan manajemen resiko dan implementasi
yang telah disiapkan oleh Manajemen;
5. Pemeriksaan dan tugas-tugas khusus;
6. Ketaatan terhadap hukum dan regulasi.
Unit Internal Auditor dapat melakukan kegiatan-kegiatan
selain kegiatan pemeriksaan seperti kegiatan konsultasi,
kegiatan yang terkait dengan product safety, kegiatan
operasional perusahaan maupun proyek, keikutsertaan
dalam penugasan emergency, dan lain sebagainya
selama tidak menimbulkan konflik kepentingan dan/atau
mengganggu kegiatan utama Unit Internal Auditor.
• Short Description of Internal Audit Function
Gapura established Internal Audit Unit to provide
assurance and independent and objective consultation, for
the purpose of improving good corporate governance with
effective and efficient principles based on the prevailing
regulations.
Internal Audit Unit is established to assist President
Director in the conduct of Internal Control by monitoring,
reviewing and providing recommendations to President
Director in the implementation of internal control system
in finance and operations.
• Scope of Work of Internal Auditor
To perform its duties and responsibilities, Head of Internal
Auditor formulates the scope of work of Internal Audit Unit
and proposes such scope to President Director to have
further consultation with BOC and Audit Committee. The
scope of work of Internal Auditor is as follows:
1. Examination, evaluation and review of financial
management and operational performance;
2. Review of implementation of GCG, Risk Management,
Internal Control system and Corporate Resources;
3. Follow up of reports or information from employees or
other third parties concerning the misconduct in the
business activities;
4. Evaluation of risk management policies and
implementations already prepared by management;
5. Regular audit and special audit;
6. Compliance with law and regulations.
Internal Audit Unit may perform activities other than audit
activities such as consultation, product safety-related
activities, operating activities both at corporate or project
level, participation in emergency assignments, and other
activities so long as such activities neither create conflict
of interest nor disrupt the main activities of Internal Audit
Unit.
101Laporan Tahunan 2015 Annual Report • Gapura Angkasa
Sekretaris Perusahaan
Sekretaris Perusahaan diangkat dan diberhentikan oleh
Direktur Utama berdasarkan mekanisme internal Perseroan
dengan persetujuan Dewan Komisaris.
Sekretaris Perusahaan merupakan organ tata kelola yang
memegang peran signifikan sebagai Compliance Officer yang
membantu Direksi dalam penerapan prinsip-prinsip GCG serta
memenuhi ketentuan terhadap praktik GCG.
Secara umum tugas dan tanggung jawab Sekretaris
Perusahaan:
1. Membantu Direksi dalam merencanakan,
mengkoordinasikan, melaksanakan, mengevaluasi
dan membina pelaksanaan kegiatan administrasi dan
kesekretariatan, protokoler dan kerumahtanggaan, Good
Corporate Governance (GCG), pemeliharaan fasilitas kantor
(kecuali peralatan komunikasi dan informasi teknologi),
pengamanan kantor, kontrak/perjanjian (non commercial),
hukum (litigasi dan non litigasi), hubungan antar lembaga
dan hubungan masyarakat.
2. Memastikan bahwa Perseroan memenuhi peraturan
tentang persyaratan keterbukaan sejalan dengan
penerapan prinsip-prinsip GCG, memberikan informasi
yang dibutuhkan oleh Direksi dan Dewan Komisaris secara
berkala dan/atau sewaktu-waktu bila diminta.
3. Merencanakan, mengkoordinasikan, mengevaluasi dan
melaksanakan kegiatan penyusunan dan pelaporan
realisasi rencana Kerja dan Anggaran Perusahaan (RKAP)
Kantor Pusat.
4. Memonitor dan membuat laporan aspek/bidang Sekretariat
Perusahaan sesuai dengan yang telah ditetapkan dalam
Key Performance Indicator (KPI) secara triwulan dan
tahunan.
Pada akhir tahun 2015 Sekretaris Perusahaan dijabat oleh
A.A Made Hardika yang ditetapkan melalui Surat Keputusan
Nomor: SKEP/DZ/5003/II/2015 tentang Pembebasan dan
Pengangkatan Pejabat di Lingkungan PT. Gapura Angkasa
tanggal 27 Februari 2015.
Corporate Secretary
Corporate Secretary is appointed and terminated by President
Director based on corporate internal mechanism which is
subject to the approval of BOC.
Corporate Secretary represents the corporate governance
organ which plays a significant role as Compliance Officer who
assists BOD in implementing GCG principles and meeting the
requirements of GCG practices.
In general, the duties and responsibilities of Corporate
Secretary are as follows:
1. Assisting BOD in planning, coordinating, implementing,
evaluating and developing the administrative and
secretarial matters, protocols and general affairs, GCG,
office facilities maintenance (except for communication
equipment and information technology tools), office
security, contract/agreement (non commercial), legal
(litigation and non-litigation), inter-company relationship
and public relations.
2. Ensuring that the Company meets the regulations
concerning transparency in compliance with the
implementation of GCG principles, provides the information
required by BOD and BOC on a periodical basis and/or upon
request.
3. Planning, coordinating, evaluating and performing the
preparation and reporting of realization of Work Plan and
Budget (RKAP) in Head Office.
4. Monitoring and preparing the report of Corporate
Secretarial aspects in accordance with those set forth in
Key Performance Indicator (KPI) on a quarterly or annual
basis.
At the end of 2015 the Corporate Secretary is A.A Made
Hardika who was appointed in Decision Letter No: SKEP/
DZ/5003/II/2015 of Dismissal and Appointment of Officers of
PT. Gapura Angkasa dated 27 Februari 2015.
Corporate ProfileManagement reportManagement Discussion & AnalysisBusiness ReportCorporate GovernanceCorporate Social responsibilityCorporate DataFinancial report
04
102 Gapura Angkasa • Laporan Tahunan 2015 Annual Report
Profil Sekretaris Perusahaan Sekretaris Perusahaan dijabat oleh Anak Agung Made Hardika yang diangkat berdasar
Surat SKEP/DZ/5003/II/2015 tanggal 27 Februari 2015.
Sebelumnya menjabat sebagai Head of Safety, Security & Quality. Di stasiun DPS
bandara Ngurah Rai beliau pernah menjabat Senior Manager Safety & Security, Manager
Internal Service, Assistant Manager HRD & GA, serta Supervisor dan Officer di berbagai
unit. Mengawali karir sebagai Ramp Dispatcher di bandara Ngurah Rai Denpasar pada
tahun 1991.
Agung Hardika lahir di Denpasar Bali, 9 Juli 1968. Memperoleh gelar Sarjana Ekonomi
Manajemen dari Universitas Mahendradatta Denpasar pada tahun 2003.A.A. Made Hardika
The position of Corporate Secretary is served by Anak Agung Made Hardika, appointed
based on Letter SKEP/DZ/5003/II/2015 dated 27 Februari 2015.
Previously served as Head of Safety, Security & Quality unit. At the DPS Station in Ngurah
Rai Airport, he has served as Senior Manager Safety & Security, Internal Service Manager,
Assistant Manager HRD & GA, and Supervisor and Officer in various units. Started his
career as a Ramp Dispatcher at Ngurah Rai Airport, Denpasar, in 1991.
Agung Hardika was born in Denpasar, Bali, on 9 July 1968. Obtained a degree in Economic
Management from Mahendradatta University, Denpasar in 2003.
Kode Etik
Perusahaan menyadari bahwa Penerapan GCG secara
sistematis dan konsisten merupakan kebutuhan yang harus
dilaksanakan. Penerapan GCG pada Perusahaan diharapkan
akan dapat memacu perkembangan bisnis, akuntabilitas serta
mewujudkan harapan Pemegang Saham dalam jangka panjang
tanpa mengabaikan kepentingan Stakeholders lainnya.
Atas dasar pemikiran tersebut Gapura kemudian melakukan
pengaturan terhadap kode etik dalam setiap interaksi Karyawan
dengan pihak luar maupun dengan sesame Karyawan Gapura
dalam sebuah Pedoman Perilaku/Code of Conduct (COC)
Secara umum Gapura melakukan penataan dalam etika bisnis
perusahaan yang mencakup Kepatuhan terhadap Perudang-
undangan, Pemberian dan Penerimaan Hadiah atau Donasi,
Etika terhadap Pengungkapan Informasi Keuangan dan lain-
lain.
Tujuan utama dari penerapan penerapan Etika dalam
Code of Ethics
The Company is aware that systematic and consistent GCG
implementation is a requirement that should be performed. GCG
implementation in the Company is expected to trigger business
growth, to create accountability and to meet the expectations
of shareholders in the long run without neglecting the needs
of other stakeholders. Based on such concept, the Company
governs its code of ethics for each interaction between the
employees and outside parties and also with fellow colleagues
in a Code of Conduct.
In general, the Company governs its corporate business
ethics which include Compliance with Rules and Regulations,
Hospitality and Gifts or Donation, Financial Information
Disclosure Ethics, and others.
The main objective of implementing these ethics in its business
103Laporan Tahunan 2015 Annual Report • Gapura Angkasa
hubungan bisnis Gapura adalah sebagai bentuk komitmen dari
Perusahaan guna mewujudkan visi dan misi secara professional
dan beretika bisnis, sebagai panduan perilaku bagi seluruh
Insan Gapura dalam setiap kegiatannya dalam Perusahaan,
serta mengembangkan hubungan harmonis, sinergi dan saling
menguntungkan antar sesame Insan Gapura maupun dengan
stakeholeder lainnya dengan pelaksanaan yang berlandaskan
prinsip-prinsip korporase yang sehat dan beretika berusaha
yang menjadikan nilai-nilai serta filsafat bisnis untuk menjadi
perusahaan ground handling yang berdaya saing tinggi.
Perusahaan bahwa pencapaian tujuan bergantung pada
profesionalisme dalam melakukan pekerjaan, Insan Gapura
juga harus berani dalam mengungkapkan permasalahan, ini
menjadi salah satu bentuk etika dalam pelaksanaan proses
bisnis Gapura. Mengungkapkan masalah akan memberikan
kesempatan untuk menangani dan memperbaiki permasalahan
tersebut, yang artinya menghindari terjadinya pelebaran
permasalahan tersebut hingga melanggar peraturan
perundang-undangan.
Insan Gapura juga turut berkomitmen terhadap penerapan
kegiatan Bisnis tanpa adanya Benturan Kepentingan. Sebagai
bentuk komitmen tersebut, Direksi dan Pejabat satu Tingkat
dibawah Direksi menandatangani Komitmen terhadap
benturan Kepentingan ini.
Gapura berkomitmen untuk melaksanakan Anggaran Dasar,
Anggaran Rumah Tangga serta peraturan perundang-
undangan yang berlaku berdasarkan prinsip-prinsip itikad baik
dan kecermatan tinggi, dan dalam keadaan bebas, mandiri
serta tidak ada tekanan maupun pengaruh dari pihak lain
manapun. Duty of care and loyalty merupakan salah satu
etika yang dikedepankan oleh Gapura dalam bisnisnya, dimana
Gapura berkomitmen untuk melaksanakan setiap tugasnya
dengan penuh kehati-hatian dan demi kepentingan bersama
yang mengindahkan berbagai informasi dan keterangan.
Serta Gapura berkomitmen untuk tidak akan melakukan
pelaksanaan tugasnya atas kepentingan pribadi atau dengan
tujuan untuk memperoleh manfaat untuk diri sendiri, maupun
menguntungkan pihak yang terkait dengan pribadi pengambil
Keputusan tersebut, sehingga keputusan yang diambil
tersebut akan jauh dari potensi benturan kepentingan (conflict
of interest).
is to show commitment to achieving its vision and mission in a
professional manner under good business ethics, to guide all
members of organization in their activities within the Company,
and to develop a harmonious, synergic and mutually beneficial
relationship among colleagues and with other stakeholders,
by implementing sound and ethical corporate principles which
create business values and establish philosophies to become a
highly competitive ground handling company.
The Company is of the opinion that achieving such objectives
depends on the professionalism at work. All members should
have the courage to disclose the issues which serves as one
of the ethics adopted in the Company’s business process.
Disclosing such issues would allow opportunities to solve and
handle them before they develop into a breach of regulation.
Employees are also committed to conducting business activities
without any conflict of interest. For such commitment, BOD
and those within a layer before BOD sign a declaration form
for such commitment to avoid any conflict of interest.
The Company is committed to comply with the articles of
association and prevailing laws based on good faith and
prudent principles, and under the free, independent state
and also freedom from pressure or undue influence from any
parties. Duty of care and loyalty serves as one of the ethics
highly upheld by the Company in the conduct of its business,
whereby the Company is committed to perform all of its duties
with due care and for common interests by taking into account
all facts and information.
The Company is committed not to perform its duties based
on personal interest or for the purpose of gaining personal
benefits, or for the benefits of parties related to the personnel
making such decision, so that the decision made will be free
from any conflicting interest.
Corporate ProfileManagement reportManagement Discussion & AnalysisBusiness ReportCorporate GovernanceCorporate Social responsibilityCorporate DataFinancial report
05
104 Gapura Angkasa • Laporan Tahunan 2015 Annual Report
Tanggung Jawab SosialPerusahaanCorporate Social Responsibility
Secara khusus tanggung jawab sosial ini juga berorientasi
internal mencakup peningkatan kesejahteraan karyawan
sebagai unsur penting dari keberhasilan Gapura, mengingat
usaha Perseroan yang menggunakan banyak tenaga kerja
(labor-intensive).
Prinsip-prinsip ini mendasari pelaksanaan program tanggung
jawab sosial Gapura di tahun 2015 yang difokuskan pada
bidang pendidikan dan pelestarian lingkungan.
Beasiswa Pendidikan
GSE Mechanic Development Program adalah inisiatif yang
digulirkan Perseroan pada tahun 2015 guna menyalurkan dana
CSR dalam bentuk beasiswa untuk lulusan Sekolah Menengah
Kejuruan (SMK) jurusan teknik, yang akan dididik menjadi calon
mekanik GSE di Gapura Learning Center.
Pada tahun 2015 telah terpilih 20 lulusan yang diseleksi dari
SMK 1 Singosari, Malang sebagai penerima beasiswa dalam
bentuk biaya kuliah, uang saku, fasilitas kesehatan dan tempat
tinggal selama 8 bulan mengikuti pendidikan. Peserta yang
lulus program ini akan diangkat menjadi karyawan Gapura dan
menjalani ikatan dinas.
This social responsibility is also geared internally to enhance
employee welfare, which is a vital element for Gapura’s
success, given that the Company’s business is labor-intensive.
These principles are the basis for Gapura’s social responsibility
program in 2015, which focuses on education and
environmental preservation.
Scholarships
GSE Mechanic Development Program is an initiative initiated
by the Company in 2015, to channel CSR funds in the form
of scholarships for vocational technical high school (SMK)
graduates, who will be trained to become GSE’s candidate
mechanics at the Gapura Learning Center.
In 2015, 20 graduates from SMK 1 Singosari, Malang
were selected as recipients for the scholarships in the
form of coverage for tuition, stipend, health facilities and
accommodation costs for the duration of the 8 months
training. Participants that successfully pass this training
course are inducted as Gapura’s employees and committed to
work for the Company.
Tanggung jawab sosial perusahaan (CSR) terhadap masyarakat dan lingkungan merupakan wujud komitmen Gapura untuk turut meningkatkan kualitas hidup masyarakat dan lingkungan, terutama yang berada di sekitar wilayah operasi Perseroan.
Corporate Social Responsibility (CSR) to the society and environment serves as Gapura’s commitment to improve the quality of life and the environment, specifically for those situated around the Company’s area of operations.
105Laporan Tahunan 2015 Annual Report • Gapura Angkasa
Dalam kesempatan lain, di tahun 2015 Perseroan memberikan
penghargaan dan bantuan biaya pendidikan kepada 51 anak
karyawan Perseroan yang berprestasi dari jenjang SD/SMP/
SMU yang juara kelas peringkat 1–3 dan dari jenjang perguruan
tinggi dengan IPK 3,5 atau lebih.
Komitmen Ramah Lingkungan
Komitmen Perseroan untuk pelestarian alam direalisasikan
melalui investasi peralatan GSE berteknologi mutakhir
yang ramah lingkungan, yaitu peralatan tonase besar yang
memenuhi standar emisi Euro 3, dan tonase kecil memakai
peralatan mesin elektrik bertenaga baterei yang tidak
menimbulkan polusi atau zero emmision.
On another occasion, in 2015, the Company presented awards
and educational grants to 51 children of employees of the
Company. These children are exemplary achievers as the first
to third highest-ranking elementary/junior high/high school
students of schools with a GPA of 3.5 or more.
Environmentally Friendly Commitment
The Company’s commitment to preserve nature is reflected
in GSE’s equipment investment in modern environmentally-
friendly technology in the form of a large tonnage equipment
that meets Euro 3 emission standards, and a small tonnage
electric equipment that is powered by pollutant-free or zero-
emission batteries.
Corporate ProfileManagement reportManagement Discussion & AnalysisBusiness ReportCorporate GovernanceCorporate Social responsibilityCorporate DataFinancial report
05
106 Gapura Angkasa • Laporan Tahunan 2015 Annual Report
Secara bertahap sejak 2015 hingga 2017, Perseroan akan
mengoperasikan armada baru 129 unit GSE bertenaga baterei
terdiri 84 unit baggage towing tractor, 45 unit baggage
conveyor ladder elektrik. Moderenisasi peralatan GSE bermesin
bahan bakar konvensional ke mesin elektrik selain ramah
lingkungan juga akan meningkatkan efisiensi biaya operasional.
Gapura bergabung bersama Garuda Indonesia group kembali
berpartisipasi di program “Switch off” Earth Hour 2015 dalam
mendukung upaya hemat energi yang berdampak sangat
positif terhadap lingkungan. Garuda Indonesia bertindak
sebagai corporate partner dalam Program Earth Hour Indonesia
bekerja sama dengan WWF (World Wild Fund) Indonesia.
Dalam kegiatan tanggal 28 Maret 2015 ini diadakan
pemadaman lampu gedung kantor tanpa mengabaikan unsur
keamanan dan keselamatan. Manajemen juga mengajak
seluruh karyawan Gapura dan keluarga untuk dapat berperan
aktif dalam program ini dengan mematikan lampu dan
peralatan elektronik yang tidak digunakan serta menganjurkan
untuk menggunakan lampu hemat energi.
Gradually since 2015 until 2017, the company will operate
a new fleet of 129 units comprising of 84 GSE battery-
powered baggage towing tractor units, and 45 electrical
baggage conveyor ladder units. The modernization of GSE‘s
conventional-powered equipment to one that is powered
environmentally friendly electric motors also enhances
operational cost efficiency.
In 2015, Gapura, together with the Garuda Indonesia group,
once again participated in the “Switch off” Earth Hour program
as part of its efforts to conserve energy that had a very
positive impact on the environment. Garuda Indonesia serves
as a corporate partner of the Earth Hour Indonesia Program in
collaboration with WWF (World Wildlife Fund) Indonesia.
In this activity held on March 28, 2015, all of the office
building’s lights were turned off without neglecting security
and safety. Management also invited Gapura’s employees and
their families to play an active role in the program by turning
off lights and appliances that were not utilized as well as
advocate the use of energy-saving lights.
Corporate ProfileManagement reportManagement Discussion & AnalysisBusiness ReportCorporate GovernanceCorporate Social responsibilityCorporate DataFinancial report
06
108 Gapura Angkasa • Laporan Tahunan 2015 Annual Report
Aircraft Towing Tractor - Narrow Body
(ATN)
72
30
52
32
Aircraft Towing Tractor - Wide Body
(ATW)
Air Conditioning Unit
(ACU - 350)
Aircraft Starting Unit
(ASU)
ArmadaFleet
unit
unit
unit
unit
109Laporan Tahunan 2015 Annual Report • Gapura Angkasa
265
82
101
33
41
FLT
Ground Power Unit – 180 KVA
(GPU)
Baggage Towing Tractor
(BTT)
Belt Conveyor Loader
(BCL – Electric)
Belt Conveyor Loader
(BCL – Bendibelt)
unit
unit
unit
unit
unit
Corporate ProfileManagement reportManagement Discussion & AnalysisBusiness ReportCorporate GovernanceCorporate Social responsibilityCorporate DataFinancial report
06
110 Gapura Angkasa • Laporan Tahunan 2015 Annual Report
Lavatory Service Truck(LST)
High Lift Loader(HLL)
MDL
Water Service Truck(WST)
WSC
55
5
23
24
25
unit
unit
unit
unit
unit
111Laporan Tahunan 2015 Annual Report • Gapura Angkasa
LSC
Passenger Boarding Stair(PBS)
Incapatitated Passenger Loader (IPL)
25
78
3
unit
unit
unit
Corporate ProfileManagement reportManagement Discussion & AnalysisBusiness ReportCorporate GovernanceCorporate Social responsibilityCorporate DataFinancial report
06
112 Gapura Angkasa • Laporan Tahunan 2015 Annual Report
Klien KamiClient List
14. Cardig Air
15. Cathay Pacific
16. Citilink
17. China Airlines
18. China Southern Airlines
19. Dabi Air
20. Dragon Air
21. Eastindo
22. Egypt Air
23. Firefly
24. HongKong Airlines
25. Ikar Airlines
26. Japan Airlines
27. Jet Star
01. Garuda Indonesia
02. Air Asia
03. Air Asia Extra
04. Air China
05. AirFast Indonesia
06. Airmark
07. Air New Zealand
08. Air Niugini
09. Air Timor
10. Asia Atlantic Air
11. AsiaLink Cargo Airlines
12. Avia Star
13. Batik Air
28. Kalstar Aviation
29. KLM Royal Dutch
30. Korean Air
31. Lion Air
32. Malaysia Airlines
33. Malindo Air
34. MASwings
35. My Indo Airlines
36. NAM Air
37. Nusantara Air Charter
28. Oman Air
39. Pelita Air Services
40. PT. HM. Sampoerna
41. Qantas Airways
42. Qatar Airways
43. Royal Brunei Airlines
44. Silk Air
45. Sriwijaya Air
46. Susi Air
47. Thai Airways
48. Tiger Air
48. Trans Nusa
50. Travira Air
51. Tri MG Airlines
52. Valu Air
53. Vietnam Airlines
54. Wings Air
55. Xiamen Airlines
113Laporan Tahunan 2015 Annual Report • Gapura Angkasa
Alamat Kantor CabangBranch Office
Kantor Pusat
Gedung Dapenra, lantai 1,2 dan 3
Jl. Angkasa Blok B-12 Kav.8
Kota Baru Bandar Kemayoran, 10610
TLP +62 21 654 5410
FAX +62 21 654 5408
Cengkareng
Soekarno Hatta Int'l Airport Terminal II
TLP +62 21 550 6681
FAX +62 21 550 1638
Cargo
Gapura Warehouse,
Cargo Area Soekarno - Hatta
International Airport Cengkareng -
Jakarta 19101
TLP +62 21 559 12451
FAX +62 21 550 5658
Halim Perdana Kusuma
Ruang Perkantoran No. A60.A, Lantai 2
Bandara halim Perdana Kusuma 13610
TLP +62 21 8089 9333
FAX +62 21 8007 640
Bandung
Bandar Udara Int’l Husein Sastranegara
Jl. Pajajaran No. 156 Bandung 40174
TLP +62 22 604 6489, 860 60019
FAX +62 22 604 6489
Jogjakarta
Jl. Solo Km 9 Jogjakarta 55282
TLP +62 274 315 8182/83
FAX +62 274 489 614
Solo
Gedung Perkantoran LT.2 Bandara Adi
Soemarmo - Solo
TLP +62 271 7847 39
FAX +62 271 7830 77
Semarang
JL.Puri Anjasmoro Blok G I No.54
Semarang
TLP +62 24 761 4208
FAX +62 24 761 4209
Surabaya
Airlines Office 331D T2 Juanda
International Airport
Surabaya 61253
TLP +62 31 869 0915
FAX +62 31 869 0914
Banyuwangi
Bandar udara Blimbingsari
Jl Agung Wilis kec. Rogojampi,
Banyuwangi Jawa Timur 68462
TLP +62 811 3862 168
FAX +62 812 3012 3207, 3259 137
Jember
Bandara Notohadi Negoro,
Desa Wirowongso Kec Ajung Jember
68175, Jember
TLP +62 331 435 5400
FAX +62 331 435 5555
Banda Aceh
Terminal Domestik Lantai III
Bandara Sultan Iskandar Muda
International Airport
Banda Aceh - 23372
TLP +62 651 31641
FAX +62 651 31642
Padang
Jl. Mr. H. ST. Moh. Rasyid
Minangkabau International Airport,
Padang
TLP +62 751 4851 491
FAX +62 751 4851 490
Medan
Ruko Pagaruyung
Jl.Batang Kuis Km 19,5 No. 84A, Desa
Telaga Sari
Kecamatan Tanjung Morawa,
Kabupaten Deli Serdang
Sumatera Utara
TLP +62 61 4207 9500
FAX +62 61 4207 9400
Pinangsori
Bandara FL Tobing,Jl Bandara
Pinangsori
Pinangsori, Kab.Tapanuli Tengah,
Sumatera Utara
MOBILE +62 812 6334 4466
Gunung Sitoli
Jl Pelud Binaka KM 9 Binak, Nias
TLP +62 813 1422 5949
MOBILE +62 853 58855 3466
Corporate ProfileManagement reportManagement Discussion & AnalysisBusiness ReportCorporate GovernanceCorporate Social responsibilityCorporate DataFinancial report
06
114 Gapura Angkasa • Laporan Tahunan 2015 Annual Report
Lhokseumawe
Bandara Malikussaleh
Jln. Bandara Malikussaleh
Kec Muara Batu, Kab. Aceh Utara,
Lhokseumawe, 24355
MOBILE +62 812 7062 1073
Sabang
Maimun Saleh Airport,
Jl. Bypass Yos Sudarso km 6 Cot Ba'u
Sabang
Weh Island, Aceh, Zip 23522
MOBILE +62 812 1268 6293
Meulaboh
Bandar Udara Cut Nyak Dien
Nagan Raya, Meulaboh,
Kab. Aceh Barat
MOBILE +62 812 7871 334, +62 81
8646 737
Pekanbaru
Mega Asri Green Office A13
Jalan Arifin Achmad, Pekanbaru
TLP +62 761 841 8989, 761 841
8988
FAX +62 761 8418989
Batam
Airlines Office Building Departure
Terminal 2nd Floor, Hang Nadim
Airport, Batam 29466
TLP +62 778 761 779
FAX +62 778 761 779
Bengkulu
Gedung Terminal Bandara Fatmawati
Soekarno Bengkulu
Jl Raya Padang Kemiling Km 14
Kel.Pekan Sabtu Kec.Selebar Kota
Bengkulu 38213
TLP +62 736 530 45
FAX +62 736 530 45
Pangkal Pinang
Jl. Soekarno Hatta Komp. Perkantoran
Pangkal Pinang – Bangka Belitung
TLP +62 717 421 559
FAX +62 717 421 558
Jambi
Ruko Perkantoran Jl. Soekarno-Hatta
No. 122A
Jambi selatan, Jambi 36139
TLP +62 741 571515
FAX +62 741 571515
Denpasar
Ngurah Rai International Airport
2nd Floor International Terminal
Denpasar, Bali 80361- Indonesia
TLP +62 361 936 8260
FAX +62 361 936 1611
Tambolaka
Bandar Udara Tambolaka, Jl. Suharto,
87254
TLP +62 811 3862 168
FAX +62 813 3823 2203
Ende
Bandara H.Hasan Aroeboesman Ende
Jl. Ahmad Yani, Ende Flores Nusa
Tenggara Timur, 86316
TLP +62 811 3862 167
FAX +62 813 3955 6141
Lombok
Kompleks Pertokoan Dasan Tinggi No.
2
Jl. Tuan Guru Bangkol, Karang Anyar
Pagesangan Timur, Mataram-NTB
TLP +62 370 649 922
FAX +62 370 616 0517
Sumbawa
Bandara Sultan M. Kaharuddin
Sumbawa Besar
Jl. Garuda No. 41, 84312
TLP +62 371 2628 365
FAX +62 371 2628 365
Kupang
Ruang Station Manager Citilink Bandar
Udara International El Tari
Jl Adisucipto Terminal B, Kupang NTT
85361
TLP +62 380 88 2036
MOBILE +62 812 3787 681
Bima
Bandara Sultan M. Salahuddin Bima,
84173
TLP +62 374 646093
FAX +62 374 646093
MOBILE +62 813 38 810414
Balikpapan
Komplek Perkantoran Borneo Paradiso
Cluster Maple Blok A No. 12 A
Jl. Mulawarman Sepinggan, Balikpapan
TLP +62 542 764 994
FAX +62 542 764 995
Pontianak
Jl. Soekarno - Hatta No.1 Bandara
Supadio, Pontianak, 78391
TLP +62 561 723 810
FAX +62 561 723 810
Ketapang
Jl. Pattimura No.4, Desa Kali Nilam, Kec.
Delta Pawan Kab Ketapang, 78851
TLP
FAX
115Laporan Tahunan 2015 Annual Report • Gapura Angkasa
Banjarmasin
Jl. Angkasa No. 1 Bandar Udara
Syamsuddin Noor
Banjarmasin - 70724
TLP +62 511 4705 538, 4706 133
FAX +62 511 4706 133
Pangkalanbun
Jl. Iskandar Pangkalan Bun, Desa
Pasir Panjang, Kec. Arut Selatan, Kab.
Kotawaringin barat 6
TLP
FAX
Makasar
Komp Kantor Otoritas Bandara
Jl. Bandara Baru No.2 Bandara Intl
Sultan Hasanuddin Makassar, 90552
TLP +62 411 5556 08, 5511 88
FAX +62 411 5556 09
Mamuju
Bandara Tampa Padang Mamuju
TLP +62 426 2321 502
FAX +62 811 4137 12, +62 823
4974 7366
Bau-Bau
Betoambari Airport Bau Bau-Buton
JL.Dayanu Ikhsanuddin,
Sulawesi Tenggara
MOBILE +62 812 4150 3630
Luwuk
Bandar Udara Syukuran Aminuddin,
Luwuk, Sulawesi Tengah
TLP +62 811 3862 167
MOBILE +62 853 4376 6300
Manado
Jl. A.A Maramis No. RD-11 Lingkungan
2 Lapangan, Manado
TLP +62 431 814352
FAX +62 431 814352
Labuan Bajo
Bandara Komodo Labuan Bajo Jl.
Yohanes Sehadun Manggarai Barat
NTT, 86554
MOBILE +62 812 3754 8485
Ambon
Perkantoran AP Bandara Pattimura,
Ambon
Jalan DR. J. Leimena, Laha , Ambon
97236
TLP +62 911 3238 19
FAX +62 911 3238 19
Saumlaki
Ruang Operation PT. Gapura Angkasa
Perwakilan Bandara Mathilda Batlayeri
MOBILE +62 853 4361 6333, +62
821 9900 2473
Langgur
Ruang Operation Terminal Kedatangan,
Bandara Karel SAD Suit Tubun,
Langgur/Ibra, 97611
MOBILE +62 8224 888 1847
Jayapura
Sentani International Airport, Arrival
Terminal 2nd floor Jayapura 99352 –
Papua
TLP +62 967 5937 37
FAX +62 967 5945 81
Biak
Jalan Moh Yamin No.2 Bandara Frans
Kaisiepo
Biak KP- 098111
TLP +62 981 2255 5
MOBILE +62 981 2500 1
Manokwari
Jln.Tri kora Rendani Manokwari,Lt II
Bandara Rendani Manokwari
Papua Barat )
TLP +62 811 3862 167
MOBILE +62 812 4024 8484
Palembang
Jalan Letjend Harun Sohar RT.45 /
RW.10
Kel. Kebun Bunga, Kec. Sukarami
Palembang
TLP +62 711 561 1531
FAX +62 711 561 1530
Tanjung Pandan
Bandara H.A.S Hanandjoeddin, Tanjung
Pandan Blitung
TLP +62 0719 9222089
MOBILE +62 821 24922277
Tanjung Karang
Bandara Radein Inten II, Jl. H. Alamsyah
Ratu Perwiranegara KM 28 Lampung
Selatan,35214
MOBILE +62 812 398 5334
Sorong
Jl.Basuki Rahmat Km.8 Desa Kelurahan
Remu Selatan Kec. Sorong Timur Kab.
Sorong Selatan
TLP
FAX
Corporate ProfileManagement reportManagement Discussion & AnalysisBusiness ReportCorporate GovernanceCorporate Social responsibilityCorporate DataFinancial report
06
116 Gapura Angkasa • Laporan Tahunan 2015 Annual Report
Pejabat SeniorSenior Management
Nama Jabatan Letter Code
Nelson S HEAD OF INTERNAL AUDITOR ZA
AA. Made Hardika CORPORATE SECRETARY ZS
David Binsar HEAD OF SAFETY SECURITY & QUALITY ASSURANCE ZQ
I Ketut Deddy Hariyanto VP. COMMERCIAL SERVICES OC
Jaka Santosa VP. MAINTENANCE & ENGINEERING SERVICES OT
Sukirman VP. PROCUREMENT IB
Toga Siahaan VP. CORPORATE PLAN & IT SUPPORT IP
R.M Taufik Hidayat VP. HUMAN CAPITAL IH
Nasrun Abadi VP. FINANCIAL ANALYSIS & BUDGETING FB
Padang Baskoro VP. OPERATION SERVICES OP
Riyadh VP. ACCOUNTING & RISK MANAGEMENT FA
Lutfi VP. TREASURY FT
Churnia Satriawan VP. SBU BISNIS LAINNYA SB